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					                                              TABLE OF CONTENTS
                                                  Revised 5/08

RESPONSIBILITIES OF THE EXECUTIVE COMMITTEE MEMBERS
    ASCCC Mission Statement .................................................................................................1
    Yearly Calendar ..................................................................................................................2
    Executive Committee Responsibilities ................................................................................2
    Code of Ethics Policy...........................................................................................................8
    Conflict of Interest Policy ..................................................................................................12
    Diversity Policy .................................................................................................................13
    Job Descriptions .................................................................................................................14
    Areas Representatives Roles and Responsibilities ............................................................18
    Plenary Session: Role of the Executive Committee Members .........................................21
    Development of a Position Paper .......................................................................................25

ACADEMIC SENATE COMMITTEES
    The Work of the Committees .............................................................................................27
    Senate Committee Appointment Process ...........................................................................28
    Duties of the Committee Chair ..........................................................................................29
    Committee Expectations ....................................................................................................31
    Subcommittees and Ad Hoc Committees of the Academic Senate ...................................31
    Process for Applying for and Use of Research Funds .......................................................32
    Research Review Guidelines .............................................................................................33
    Survey Assistance Process .................................................................................................35
    Committee Charges ............................................................................................................36
    Expense Policy ...................................................................................................................41
    Use of the Academic Senate Office’s Resources ...............................................................43
    Guidelines for Equipment Use For Executive Committee Members ................................44


PUBLICATIONS POLICY
    Policy ................................................................................................................................46
    Publications Style Sheet .....................................................................................................47
          Presidential Communications ............................................................................................51
          Editorial Guidelines for the Rostrum .................................................................................51
          Editorial Guidelines for the Forum ....................................................................................52
          Other publications ..............................................................................................................52
          Public Information Officer .................................................................................................52
          Procedures for Use of Academic Senate Listservs ............................................................53


RELATIONSHIPS WITH OTHER GROUPS
          Duties and Responsibilities of Faculty Appointed to Other Groups..................................56
          Non-Senate Conference Attendance ..................................................................................58
          Grants .................................................................................................................................59
          Academic Senate Legislative Policy ..................................................................................59
          Liaison to the Executive Committee ..................................................................................60
          Relations with System Office ............................................................................................60
          Academic Senate/FACCC Relationship ............................................................................61
          CCA Memorandum of Understanding ...............................................................................62
          CFT Memorandum of Understanding................................................................................63
          AAUP Relationship ...........................................................................................................65
          CPFA..................................................................................................................................66
          Appointment to the Board of Governors of the CCC ........................................................67


APPENDICES
FORMS (Forms are also available electronically)
          A. Request for Agenda Item Form .................................................................................... 69
          B. Annual Report Template—Standing and Operational Committee .............................. 70
          C. Strategic Plan Implementation .................................................................................... 73
          D. Annual Report Template: Ad Hoc Committees, Task Forces, and Liaisons .............. 76
          E. Sample Area Meeting Agenda...................................................................................... 77
          F. Application/Nomination to Serve on a Senate/State Committee .................................. 78

CONSTITUTION ..........................................................................................................................80
BY-LAWS .................................................................................................................................…81
ACADEMIC SENATE RULES ....................................................................................................86
                                  MISSION STATEMENT

The current mission statement of the Academic Senate as adopted by the delegates in Spring
2005 is:

       The Academic Senate for California Community Colleges fosters the effective
       participation by community college faculty in all statewide and local academic and
       professional matters; develops, promotes, and acts upon policies responding to statewide
       concerns; and serves as the official voice of the faculty of California Community
       Colleges in academic and professional matters. The Academic Senate strengthens and
       supports the local senates of all California community colleges.




                                               1                 Executive Committee Policies
         RESPONSIBILITIES OF THE EXECUTIVE COMMITTEE MEMBERS

Yearly Calendar of Duties
At the beginning of the year, Executive Committee members will be given a tentative calendar of
yearly Executive Committee responsibilities, targeting approximate due dates for submission of
agenda items, session breakout information, institute plans, etc. Committee Chairs will be
charged with compiling a similar calendar for their committee binder to acquaint committee
members and subsequent chairs with the cycle of responsibilities and duties they will encounter,
and the meetings they will need to schedule. These calendars will help members anticipate
demands on their time and will enable the field to know more about our on-going work.

Executive Committee Responsibilities
Executive Committee members accept responsibilities as summarized over the next few pages.

Attend Executive Committee Meetings
These meetings are generally held immediately before the spring and fall sessions and Friday
evening during session and 8-10 additional times during the year. The meetings usually run from
11:00 a.m. to 6:00 p.m. on Friday, followed by an 8:30 a.m. to 12:30 a.m. meeting on Saturday.
The Academic Senate Office makes meeting arrangements. The Senate Office will also reserve
a sleeping room for Executive Committee members, if necessary. Executive Committee
members within ½ hour drive from the meeting are expected to sleep at their homes. The
Academic Senate reimburses expenses per the approved Senate policy.

According to Academic Senate Rules, Section II.A., ―Failure to attend either two successive
meetings or six days total of Executive Committee meetings per year shall be deemed a
resignation.‖

Preparing the Executive Committee Agendas
The President has the final approval of items included on the Executive Committee agenda.
Members who chair Academic Senate committees or are liaison representatives to committees,
task forces, or commissions, are expected to send either for purposes of discussion or action
agenda items to advise the Executive Committee of proposed action or resolutions; or they may
submit written reports on the work of those groups or minutes of meetings as information items.
A template for agenda items appears in Appendix A; this form must be submitted electronically,
along with any back-up materials, by the calendared due date to allow members to review them
prior to the Executive Committee meeting.

If the Executive Committee is required to take action on an item, it should be noted on the form.
Each action item should have two readings, particularly papers to be forwarded to the delegates
for adoption. If there is an occasion when an item is urgent, the Rules of the day can be
suspended and the item can have action. However, desired practice is for the item to have two
readings to allow members time to discuss and research issues if necessary.

Preceding the meeting, then, members receive extensive agenda materials (perhaps 200-400
pages), which must be read and analyzed for discussion and/or action at the meetings. If timing



Executive Committee Policies                    2
does not permit prompt submission of printed or electronic materials, Executive Committee
members should bring 25 copies of the materials for distribution. Include your name as source,
date, title, and purpose in upper right-hand corner of all documents to be distributed to the
Executive Committee.

Preparing for Executive Committee Meetings
Prior to each meeting, committee members are expected to prepare their comments in writing on
issues presented in the meeting packet. To the extent possible and as time permits, substantive
suggestions should be communicated in advance of the meeting to the chair or author of the
document to be reviewed. Debate on issues brought before the committee should at all times be
professional and courteous. Position papers developed by the committee are the group's work as
a whole, not a personal contribution by an individual, and so authors are cautioned to take
criticism at its value to improve the paper, not as personal attacks.

Participating in Executive Committee Meetings
Committee chairs, liaisons, and others with assigned responsibilities should prepare clear, timely
reports, including written drafts of resolutions when appropriate. Members should read the
packet and other material carefully. Those with expertise have a particular responsibility to stay
on top of issues in their areas. However, all Executive Committee members have an obligation
to educate themselves on all issues, communicate with the field, and provide clear, written input
to those responsible for carrying the issue forward. To the extent that materials are prepared and
distributed in advance of meetings, such input should be communicated beforehand. Members
should attend each meeting on time, notifying the President when emergencies necessitate delays
or absences. During the meeting, each member should facilitate the discussion and assist the
chair in reaching closure.

Facilitating the Executive Committee Meetings: Ground Rules
A.      The following ground rules will prevail at every Executive Committee meeting.

       Respect
       Mind your manners.
       Do unto others as you would have them do unto you.
       Be respectful of others and their opinions.
       Avoid emotional outbursts or personal attacks.

       Speaking
       Use courteous, non-inflammatory language.
       Raise hand to speak and wait until other speaker is finished and you are recognized.
       Be professional, courteous, and straightforward.
       Speak briefly and to the point.
       Avoid repeating points already made by yourself or another speaker.
       Enable one person to speak at a time.

       Listening
       Avoid side conversations.



                                                3                 Executive Committee Policies
       Avoid interrupting others.
       Listen to and encourage different perspectives.

       Role responsibilities
       Monitor self and others.
       Help each other learn.
       Remind others to abide by these ground rules.
       Make certain that everyone who so desires has expressed an opinion.
       Don't play "devil’s advocate" without identifying the comments as such.

       Focus
       Remember your shared sense of purpose.
       Stay on the agenda topic, unless the group agrees to change it.
       Keep focused.
       Focus on solutions.

       Time
       Agree on the process and time frames and stick to them.
       Honor agreed upon lengths of agenda items and meetings.
       Take breaks.
       Limit per speaker time as needed when large numbers want to speak.

B.     Team building and strengthening of inter-personal relationships are essential to the
       smooth functioning of the Executive Committee. Regular activities, such as problem-
       identification sessions, group dialogues, Friday evening dinners, and facilitator-led
       workshops, will be planned to accomplish these goals, and Executive Committee
       members are expected to participate.

C.     Reports, consultation items, action items and information items should be distributed in
       advance (by mail or electronically) rather than at the meetings.
       1. The deadline for agenda items to be included in the mailing will be the Monday of the
          week preceding the meeting.
       2. Action items require a first reading. Relevant documentation must accompany such
          items. Lack of such timely documentation will be considered by the chair as grounds
          for supporting a "point of order" to delay the item to a time (certain) in the agenda
          sufficient to allow members to be adequately prepared.
       3. By a ruling of the President or vote to suspend the rules, urgent items can be added to
          the agenda and/or acted upon at first reading.

Serving as Liaison
All members serve as liaison representatives between their area colleges and the Executive
Committee, keeping these colleges informed regarding State activities and, in turn, reporting to
the Executive Committee on activities and views of area colleges. Area Representatives, in
particular, plan and chair at least two area meetings a year; such area meetings often generate




Executive Committee Policies                    4
pre-session resolutions which Executive Committee members must prepare in proper form and
submit to the Resolutions Committee through the Academic Senate Office.

Assisting with Fall and Spring Plenary Session Planning
All members assist with planning fall and spring sessions and carry out such duties as assigned
during the plenary sessions. Executive Committee members are asked to chair breakout dis-
cussions and to prepare written material for these breakouts for mailings and distribution at the
sessions. Executive Committee members are responsible for arranging (by phone, e-mail, letter,
or personal contact) the participation of various resource persons at the sessions. During and
after the session, Executive Committee members are expected to act as hosts for those resource
persons they have invited, greeting them as they arrive, and sending written thank-you letters
following the session.

Attending Various Advisory, Liaison, and Other Committee Meetings
All members attend meetings of various advisory committees, liaison committees, and other
groups as assigned by the President. Following any meetings of such groups, the Executive
Committee member will submit a written report to the President. When more than one Executive
Committee member serves on committees, one member should be selected to prepare the written
report. The Executive Committee member is also expected to advise the President on action to
be taken by the Academic Senate as a result of advisory or liaison committee activities. Any doc-
uments resulting from such activities should also be distributed to the President and placed on
the Executive Committee agenda.

Keeping in Continuous Contact With the President
All members are responsible to the President and should keep the President informed at all times
of activities, publications, etc., particularly if they have an impact on major policy issues.

Writing Position Papers
Members write position papers, reports, summaries, statements, and similar documents assigned
by the President and/or Executive Committee, for publications, conferences, annual reports,
newsletters, testimony, etc. Executive Committee members are expected to read the position
papers of others with care, making suggestions for their improvement during drafting stages;
electronic responses may be sent in advance of the meeting, while written comments on the text
may be presented to the chair or author at the meeting, especially those of a non-substantive or
editorial nature. Executive Committee members may also be called upon to contribute to such
papers and statements from committees other than their own.

Serving on Academic Senate Committees
Members serve on Academic Senate committees as designated by the President.

Chairing Standing Committees
In assuming the position of chair of a committee, the Executive Committee member has duties
such as arranging for meetings through the Academic Senate Office, keeping proper account of
expenses including monitoring the expenses of committee members, notifying members,
preparing agenda materials, and keeping the President and Executive Committee informed of



                                                5                 Executive Committee Policies
committee activities, including distribution of position papers. Generally the work of the
Academic Senate committees is directed by resolutions adopted at the fall and spring plenary
sessions. Committee chairs also keep an account of how resolutions directed to their respective
committees have been implemented and report on their actions in an annual summary.

Performing other duties as assigned by the President and/or Executive Committee.
Beyond the Executive and other committee meetings, the President may assign additional duties
to members, or reassign existing duties, taking care to distribute the workload equitably.

Representing the Academic Senate Honorably
The members of the Executive Committee should at all times conduct themselves in a manner
befitting their office. As an Executive Committee member, it is difficult to be seen as "just an
ordinary faculty member." As others have long said, it is nearly impossible to remove that
Executive Committee member hat. On the other hand, you may wear your Academic Senate
identification badge with honor when you represent the Academic Senate in an official capacity--
at sessions and institutes, at various task force meetings, and at other events sponsored by
members of the system family.

Carrying Out Assigned Duties
With the acceptance of Academic Senate reassigned time, Executive Committee members
assume a responsibility to devote that amount of time to their assigned duties. These duties
should be clearly stated at the beginning of the year in the reassigned time letter. Such duties in-
clude attending all Executive Committee meetings, Orientation, Faculty Leadership Institute, and
assigned committee and liaison meetings. Absences should be rare, for good reason, and
reported to the President and/or committee chair prior to the absence.

Receiving Honoraria
Because Academic Senate duties are part of the duties compensated by reassigned time,
Executive Committee members should not accept honoraria for activities related to the Academic
Senate. If compensation is offered to an Executive Committee member who is serving in the
role of an Academic Senate representative, such honoraria should be sent to the Academic
Senate to support its work.

Representing Positions of the Academic Senate
Executive Committee members have an obligation to carry out the instructions of the plenary
sessions when established clearly in resolution form. Particularly when acting in an official
capacity, Executive Committee members must represent adopted positions of the Academic
Senate to the best of their ability. When not in an official Academic Senate capacity, members
may express their opinions as long as they distinctly separate their views from those of the
Academic Senate.

Positions adopted by the Executive Committee or its standing or ad hoc committees are not as
yet official positions of the plenary body and so are open to discussion. Executive Committee
members are obligated to present the positions of Academic Senate committees as well as their
own when discussing the issue with the public or other groups.



Executive Committee Policies                     6
 Being Knowledgeable of Academic Senate Positions
The Executive Committee member is expected to represent these Academic Senate positions in
various arenas as assigned, including the Legislature, System Office, and other State agencies.
―Positions‖ in its broadest sense include adopted resolutions, history, by-laws, rules, and current
activities.

Submitting Strategic and Annual Reports
Executive Committee members and others who chair committees or are liaisons are expected to
prepare a strategic plan in August and an annual report in May. Both reports use the same form
(see Appendix B) but contain different information based on submission. Liaisons are required
to submit only an end-of-year report (see Appendix C).

Strategic Plan: In August, the committee chair will be provided the prior year annual report. If
no report exists, the Senate Office will provide the committee chair with the appropriate
information to begin to draft the committee strategic plan. Using the prior year status, the
committee chair will update the form by removing all completed or tasks found not feasible by
the Executive Committee from the sheet. The chair will then, working with his/her committee
members and the President, prioritize the tasks based on what the committee hopes to
accomplish during the year. If some tasks are unclear, the chair should try to contact the
previous committee chair for clarification. The committee strategic plan will be submitted to the
Senate Office in time for action by the Executive Committee in September. The report will only
have one reading since the completed annual report serves as the first reading. The Executive
Director will review the strategic plans and work with the committee chair to ensure the plans are
complete. Once the plans are adopted, they will be posted on the standing committee webpage
on the Senate website. During the year, the committee chair will review the strategic plan to
ensure the committee is on task. In addition, the chair will update the plan with new resolutions
assigned to the committee after each spring and fall plenary sessions. The committee chair will
send an updated version to the Senate Office for posting on the website.

Annual report: Using the committee strategic plan approved in September and updated with fall
and spring resolutions, the committee chair will, in May update the status of tasks assigned to the
committee and make recommendations for future committee work. A rough draft of the report
will be submitted to the Executive Committee at its June meeting, with the final report submitted
for final adoption at the August meeting.

The report will highlight accomplishments of the year, note unfinished work or unaddressed
resolutions, and clarify work in progress on position papers. For any such papers in progress, the
chair shall review the charge to prepare the paper so that the incoming Executive Committee will
be familiar with the work yet to be done. This explanation will aid in the continuity for transition
from one year's committee to the next and will acknowledge the value of the contributions of
previous committees. During this annual discussion, the direction of the paper in progress will
be reviewed and refined, if needed, as long as the intent continues to be in agreement with the
original resolution.




                                                 7                 Executive Committee Policies
                                     CODE OF ETHICS
                                  (Approved January 14, 2006)

The Academic Senate for California Community Colleges (Academic Senate) code of ethics
identifies a set of values that includes commitment to the public good, accountability to the
public, and commitment beyond the minimum requirements of the law. It also outlines broad
ethical principles in the following eight areas: personal and professional integrity, mission,
governance, legal compliance, responsible stewardship, openness and disclosure, program
evaluation and improvement, and inclusiveness and diversity.

I.     Personal and Professional Integrity
       The Academic Senate promotes an environment that values respect, fairness, and
       integrity. All staff, Executive Committee members and volunteers of the organization
       shall act with honesty, integrity, and openness in all their dealings as representatives of
       the Academic Senate. Executive Committee members shall adhere to the Code of Ethics
       for Executive Committee members and comply with the Academic Senate’s Conflict of
       Interest Policy.

II.    Mission
       The Academic Senate has a clearly stated mission and purpose approved by the delegates.
       All of its programs support that mission and all who work for or on behalf of the Senate
       understand and act in accord with that mission and purpose. The mission is responsive to
       the constituency and communities served by the Academic Senate and of value to the
       higher education community at large.

III.   Governance
       The Academic Senate has an active governing body in its Executive Committee that is
       responsible for setting the mission and strategic direction of the Academic Senate and
       oversight of the finances, operations, and policies. The Executive Committee:

          Ensures that its members have the requisite skills and experience to carry out their
           duties and that all members understand and fulfill their governance duties acting for
           the benefit of the Academic Senate and its purpose;
          Has a policy that ensures that any conflicts of interest or the appearance thereof are
           avoided or appropriately managed through disclosure, recusal or other means;
          Is responsible for hiring, termination, and regular review of the performance of the
           Executive Director, and ensures that the compensation of the Executive Director is
           reasonable and appropriate;
          Ensures that the Academic Senate is fair and inclusive in all of its hiring, selection,
           and promotion policies and practices for all its Executive Committee members,
           volunteers, and staff positions;
          Ensures that the Executive Director and appropriate staff provide the Executive
           Committee with timely and comprehensive information so that it can effectively carry
           out its duties;
          Ensures that the Academic Senate conducts all transactions and dealings with
           integrity and honesty;
Executive Committee Policies                    8
          Ensures that the Academic Senate promotes working relationships between Executive
           Committee members, staff, volunteers, and program beneficiaries that are based on
           mutual respect, fairness, and openness;
          Ensures that policies of the Academic Senate are in writing, clearly articulated, and
           officially adopted;
          Ensures that the resources of the Academic Senate are responsibly and prudently
           managed; and,
          Ensures that the Academic Senate has the capacity to carry out its programs
           effectively.

IV.    Legal Compliance
       The Academic Senate is knowledgeable of and complies with all applicable federal and
       state laws and regulations.

V.     Responsible Fiscal Stewardship
       The Academic Senate and its associated programs, projects, and committees manage their
       funds responsibly and prudently including the following considerations:

          The Academic Senate spends a reasonable percentage of its annual budget directly on
           programs in pursuance of its mission;
          The Academic Senate spends an adequate amount on administrative expenses to
           ensure effective accounting systems, internal controls, competent staff, and other
           expenditures critical to professional management;
          The Academic Senate compensates staff, and any others who may receive
           compensation, reasonably and appropriately;
          The Academic Senate does not accumulate excessive operating funds;
          The Academic Senate ensures that all spending practices and policies are fair,
           reasonable and appropriate to fulfill the mission of the Academic Senate; and,
          The Academic Senate follows General Accounting Principles (GAP) and ensures that
           all financial reports are factually accurate and complete in all material respects.

VI.    Openness and Disclosure
       The Academic Senate provides comprehensive and timely information to the public, the
       media, Member Senates and constituent groups and is responsive in a timely manner to
       reasonable requests for information. All information about the Academic Senate fully and
       honestly reflects the policies and practices of the organization. Basic informational data
       about the organization, such as the Executive Committee minutes, agendas, Federal Tax
       Form 990 and audited financial statements are available to the public. Informational
       materials accurately represent the organization’s policies and practices. All financial,
       organizational, and program reports are complete and accurate in all material respects.

VII.   Program Evaluation and Improvement
       The Academic Senate is committed to improving program and organizational
       effectiveness through regular reviews of programs and incorporates lessons learned into
       future programs. The Academic Senate is responsive to changes in academic and

                                               9                 Executive Committee Policies
       professional matters caused by state or federal regulations or by the changing needs of its
       constituencies.

VIII. Inclusiveness and Diversity
      The Academic Senate maintains a policy of promoting diversity and inclusion and will
      actively pursue that policy in a manner that is consistent with its mission, its Constitution
      and Bylaws, with this Code of Ethics, and with a high degree of professionalism, fairness,
      and equality. The Academic Senate takes an active, meaningful and consistent role in
      promoting diversity and inclusion in its hiring and promotion of staff, retention of
      volunteers, committee recruitment and constituencies served.

IX.    Code of Conduct for Executive Committee Members
       The Academic Senate in an effort to provide clear expectations and appropriate
       accountability processes regarding those expectations and to foster and maintain a
       professional status of the faculty volunteers to the Executive Committee establishes the
       following code of conduct for its members. The goal of the code of conduct is to
       establish a set of principles and practices that will set parameters and provide guidance
       and direction for board conduct and decision-making.

       Members of the Executive Committee of the Academic Senate are committed to
       observing and promoting the highest standards of ethical conduct in the performance of
       their responsibilities on the Executive Committee. Members pledge to accept this code as
       a minimum guideline for ethical conduct and shall:

       A.      Accountability
               1. Faithfully abide by the Articles of Incorporation, By-laws, and policies of
                  Academic Senate.
               2. Exercise reasonable care, good faith and due diligence in Senate affairs.
               3. Fully disclose, at the earliest opportunity, information that may result in a
                  perceived or actual conflict of interest.
               4. Fully disclose, at the earliest opportunity, any facts that would have
                  significance in decision-making.
               5. Remain accountable for prudent fiscal management to the Academic Senate
                  Member Senates, the Executive Committee, and when applicable, to
                  government and funding bodies.
               6. Agree to uphold the official positions taken by the Academic Senate through
                  resolutions and position papers adopted at plenary sessions.

       B.      Professional Excellence
               1. Maintain a professional level of courtesy, respect, and commitment in all
                  Academic Senate activities.
               2. Strive to uphold those practices and assist other members of the Executive
                  Committee in upholding the highest standards of conduct.
               3. Strive to perform all responsibilities as directed in the Executive Committee
                  Policy manual.


Executive Committee Policies                    10
       C.     Personal Gain/Conflict of Interest
              1. Exercise the powers invested for the good of the Academic Senate rather than
                 for personal benefit, or that of the local campus they represent.
              2. Respect the requirement to inform the Executive Committee of any
                 prospective conflict of interest. Refrain from discussing, voting, or otherwise
                 exerting influence regarding decisions to participate or not participate in
                 transactions that may result in a personal conflict of interest.

       D.     Equal Opportunity
              Ensure the right of all Member Senates to appropriate and effective services
              without discrimination on the basis of geography, political, religious, socio-
              economical characteristics of area represented, gender, sexual orientation,
              national origin, race, ethnicity, religion, age, political affiliation or disability, in
              accordance with all applicable legal and regulatory requirements.

       E.     Confidential Information
              Respect the confidentiality of sensitive information known due to service on the
              Executive Committee.

       F.     Collaboration and Cooperation
              1. Respect the diversity of opinions as expressed or acted upon by the Executive
                 Committee, committees and Member Senates, and formally register dissent as
                 appropriate.
              2. Promote collaboration, cooperation, and partnership within the Academic
                 Senate and among Member Senates.

The Academic Senate Executive Committee will continue to review and revise this document as
necessary and appropriate.




                                                 11                   Executive Committee Policies
                               CONFLICT OF INTEREST POLICY
                                 (Approved February 10, 2006)

The Academic Senate for California Community Colleges (the Academic Senate), its officers,
Executive Director, Executive Committee members, and staff shall avoid any conflict between their
own respective personal, professional, or business interests and the interests of the Academic Senate,
in any and all actions taken by them on behalf of the Academic Senate in their respective capacities.
 For this purpose, the term "interest" means any financial, fiduciary, or other interest which conflicts
with the service of the individual because it (1) could significantly impair the individual's objectivity
or (2) could create an unfair advantage for any person or organization.

Executive Committee members, when representing the Academic Senate, will refrain from
unduly advocating on behalf of their own colleges or districts, whether the situations involved
are concerned with local, regional or statewide issues.

In the event that any officer, director, or committee member of the Academic Senate shall have
any direct or indirect interest in, or relationship with, any individual or organization which
proposes to enter into any transaction with the Academic Senate, including but not limited to
transactions involving:

    a.   the sale, purchase, lease or rental of any property or other asset;
    b.   employment, or rendition of services, personal or otherwise;
    c.   the award of any grant, contract, or subcontract;
    d.   the investment or deposit of any funds of the Senate;

Such person shall inform the Executive Committee of such interest or relationship in a manner
that shall include the name of the individual, the name of the institutional interest and the nature
of the relationship the person has with each interest. Such person shall thereafter refrain from
discussing or voting on the particular transaction in which s/he has an interest, or otherwise
attempt to exert any influence on the Academic Senate to affect a decision to participate or not
participate in such transaction.

All Executive Committee members are expected to maintain the highest standards of conduct
and ethical behavior and to adhere to the Executive Committee Code of Ethics. The President of
the Academic Senate and the Executive Committee will be prepared to investigate the factual
basis behind any charge or complaint of conduct that is not in keeping with the Executive
Committee Code of Ethics.

Violations of the Executive Committee’s Code of Ethics policy will be addressed by the
Academic Senate President, who will first discuss the violation with the Executive Committee
member to reach a resolution. If a resolution is not achieved and further action is deemed
necessary, the President may appoint an ad hoc committee to examine the matter and recommend
further course of action to the Executive Committee. In situations where the violation concerns
the Academic Senate President or Academic Senate Vice President, the responsibility for
investigation and resolution will pass to the highest ranking officer of the Academic Senate not
considered part of the compliant.
Executive Committee Policies                       12
                                     DIVERSITY POLICY

The Academic Senate for California Community Colleges recognizes the benefits to students,
faculty, and the community college system that are gained by a variety of personal experiences,
values, and views that derive from individuals from diverse backgrounds. This diversity
includes but is not limited to race, ethnicity, gender/sex, sexual orientation, disability status,
religious and political affiliations, age, cultural background, socioeconomic status, academic and
vocational disciplines, and the types of colleges that exist throughout the system. The Executive
Committee respects and is committed to promoting equal opportunity and inclusion of diverse
voices and opinions. The Executive Committee should provide leadership in best practices for
encouraging diverse faculty to participate in ASCCC activities and support local senates in
recruiting and encouraging diverse faculty to serve on ASCCC standing committees.




                                                13                Executive Committee Policies
                                     JOB DESCRIPTIONS

President: To act as the official leader and spokesperson of the organization as its principal
elected officer.

Responsibilities:
    Preside over meetings of the Executive Committee and the general sessions.
    Represent the Academic Senate at statewide meetings.
    Communicate regularly with the field.
    Work with the Executive Director to carry out all the resolutions of the plenary body.
    Coordinate the work of the Executive Committee and standing committees.
    Ensure that Executive Committee members are aware of and fulfill their responsibilities.
    Call special meetings as needed.
    Appoint all committee chairs and faculty representatives to other Academic Senate
      committees and task forces, and to external advisory committees and task forces.
    Serve as an ex officio member of all committees.
    Maintain communication between the Executive Committee and the Executive Director.
    Facilitate Executive Committee decision-making.
    Maintain a positive working relationship with the Executive Director.
    Work with the Executive Director in preparing both the Executive Committee agenda and
      plenary session agenda.
    Work with the Executive Director to provide new Executive Committee member
      orientation.
    Oversee the search for a new director, when the need arises.
    Coordinate the annual evaluation of the Executive Director.
    Perform all other functions required by the office of president.

Vice President: To assist the President and be prepared to perform the duties of the President in
his or her absence in order to maintain continuity of leadership.

Responsibilities:
    Know the organization and the President’s duties.
    Work closely as a consultant and advisor to the President.
    Develop rapport and a close working relationship with the Executive Director and the
      President.
    Perform such functions as the President assigns to assist in carrying out the purposes and
      policies of the Academic Senate.

Secretary: To maintain all Executive Committee records and ensure their accuracy.

Responsibilities:
    Record or supervise the recording of minutes of all Executive Committee meetings and
      plenary sessions, review and edit the minutes, and present the minutes to the Executive
      Committee or Plenary Session delegates for approval.
   
Executive Committee Policies                  14
      Assist in obtaining information from records and minutes to help the Executive
       Committee in decision-making.
      Perform such functions as the President assigns to assist in carrying out the purposes and
       policies of the Academic Senate.
      Know the organization and the President’s duties.

Treasurer: To ensure the financial integrity of the Senate by providing oversight of its financial
activities and verifying the accuracy of all financial records.

Responsibilities:
    Present oral and written financial reports at plenary sessions and Executive Committee
      meetings.
    Ensure that the financial policies of the Academic Senate are being followed.
    Ensure development and Executive Committee review of financial policies and
      procedures.
    Work with the Executive Director to secure a Certified Public Accountant for the purpose
      of auditing the Senate’s financial records.
    Work with the Executive Director to review and submit to Executive Committee full and
      accurate financial data.
    Chair the Budget Committee, which is responsible for drawing up the annual budget and
      recommending major modifications to the budget.
    Perform such functions as the President assigns to assist in carrying out the purposes and
      policies of the Academic Senate.
    Know the organization and the President’s duties.

Other Job Descriptions
Senate Standing Committee Chair: To have a clear understanding of the committee charge and
organize the work of the committee accordingly.

      Review the charge of the committee with the committee members to determine whether
       changes should be proposed.
      Establish through the Academic Senate Office a calendar of scheduled meeting days for
       the committee.
      In Consultation with the President, determine and prioritize the goals of the committee.
      Compile a list of committee responsibilities and duties to be completed.
      Notify committee members of upcoming meetings; prepare and distribute agenda
       materials; and meeting minutes in a timely manner.
      Work with the Academic Senate Office to monitor the committee budget and
       communicate to the Office any special requirements that could impact the committee
       budget (such as overnight stays for long distance).
      Submit to the Executive Committee agenda items developed by the committee for
       purposes of discussion, action, or information.
      Keep the President and Executive Committee informed of all activities and publications
       from the committee.
      Prepare an annual report highlighting accomplishments of the year, note unfinished work
       or unaddressed resolutions, and indicate work in progress on position papers.
                                                15                 Executive Committee Policies
      Review and provide status of assigned resolutions.
      Work with committee members to propose and present appropriate breakouts at plenary
       session.
      Work with other committee chairs as needed on shared responsibilities.
      Submit material describing committee activities for publication in the Rostrum or other
       publications as requested by the President.
      Retain and transfer pertinent materials in the committee binder.

Executive Director: To serve as the chief executive of the organization and manage the day-to-
day operation of the Senate. His or her responsibility is to carry out the policies made by the
Executive Committee and to set objectives for the support staff to meet the Committee’s long-
range goals. Because he or she serves on the front-line of the organization, the executive director
should be available to provide suggestions and insights about the organization’s needs as they
relate to the work of Executive Committee members.

While the President carries out the will of the Plenary Body as expressed through the resolution
process, the Executive Director oversees the management of the Senate’s business affairs and
services.

How selected: By the officers of the organization and confirmed by the Executive Committee.
Term of position: Contract position, reviewed at least annually.
Reports to: The President and the Executive Committee.
Evaluated: Annually, usually at the June meeting

Responsibilities:
    Administrative/Managerial
      o Oversee all operational and financial activities of the organization.
      o With the Treasurer, develop and present to the Executive Committee the proposed
          annual budget.
      o Develop goals and objectives for the support staff to advance the strategic plan set by
          the Executive Committee.
      o Develop and maintain the organization's operating procedures consistent with the
          policies set by the Executive Committee and with pertinent laws, regulations, ethical
          standards, and practices.
      o Supervise all other organization staff to include their hiring, evaluation, and
          termination.
      o Research and recommend venues for plenary sessions, institutes, and other official
          meetings of the organization.
      o Maintain a professional working relationship with the President.

   A. Relationship to the Executive Committee
      o Serve as an ex officio, non-voting member of the Executive, Budget, Standards and
         Practices, Publications, and Resolutions Committees.
      o Provide the President and Executive Committee with adequate information to help
         reach sound decisions, carry out policies and foster clear communications between
         the Executive Committee and staff while working closely with the President.
Executive Committee Policies                    16
    o With the President, provide orientation and training for Executive Committee
      members.
    o Report regularly to the Executive Committee on progress towards the organization’s
      goals and objects.
    o Maintain a positive working relationship with the President.
   Member and External Relations
    o Provide a positive representation of the Academic Senate to faculty, faculty
      organizations, individuals, and the public.




                                          17               Executive Committee Policies
              AREA REPRESENTATIVE ROLES AND RESPONSIBILITIES

California community colleges have been divided into four areas, based upon geographical
location. From two to four Executive Committee members are assigned to each area. In some
years, the areas may be further sub-divided (e.g., LA area and mid-coastal colleges, in Area C)
and each subdivision is assigned to Executive Committee members to facilitate contact with
local senates. These areas with assigned Executive Committee members appear in the Academic
Senate Directory published each fall. The four Academic Senate areas are also cited in the
Academic Senate rules as "Areas for election purposes." Awards (the Gerald Hayward Award,
for example) often stipulate for an award recipient from each of the four Academic Senate areas.

The four Area Representatives are responsible for providing information to his/her area and
coordinating area meetings.

The following are responsibilities of the Area Representatives prior to plenary session. Other
Executive Committee members are asked to assist the area representatives as needed.

Pre-Session Area Meetings
The Area Representative will, with assistance from other Executive Committee members in the
area, carry out the following tasks:

Date:          Area meetings are held typically two weeks prior to each plenary session. Dates
                     are determined by the Executive Committee well in advance of the area
                     meetings.

Location:      The meetings are held at a college and the Area Representative must work with
               the local senate to ensure that a room is available. Sites for the next area meeting
               should be established at the current meeting and emailed to the Senate Office for
               publication on the Senate website.

Food:          The Area Representative should work with the local senate president to provide
               lunch. The Academic Senate will, within reasonable limits, reimburse Executive
               Committee members or colleges for the cost of lunch. Expenses should be
               discussed with the Executive Director prior to committing members or colleges to
               expenditures.

Notification: The Area Representative will notify local senate presidents via the listserv, and if
              necessary by email or phone, of the date and place of the meeting. Area
              Representatives should secure the following items and send them to the Senate
              Office for inclusion with the packet of materials that is mailed to all local senates
              with the agenda and Executive committee resolutions: 1) driving directions to the
              college, 2) a campus map and 3) a parking permit suitable for duplicating.

Agenda:        The agenda is perhaps the most important part of planning an area meeting, for it
               gives focus and direction to the discussion. The agenda should include topic areas
               for resolutions, an update on recent statewide activities, and a review of
Executive Committee Policies                    18
               resolutions prepared in advance of the area meetings by the Executive Committee
               and other committees of the Academic Senate, as well as a short orientation about
               the plenary session, resolution writing, and voting processes. See Appendix D for
               a Sample Area Meeting Agenda.

Identify a Recorder:
               Ideally, the Area Representative should arrange in advance to have a laptop
               computer and perhaps a projector at the meeting. One of the Executive
               Committee members not chairing the meeting or a local delegate should volunteer
               to keep minutes and transcribe the resolutions proposed at the area meeting which
               are later distributed to the Executive Director and to all colleges. The Area
               Representative will be responsible for seeing that Area resolutions and
               amendments are sent electronically to the Academic Senate Office, usually within
               24 hours of the Area meeting.

Follow-up:     The Area Representative is responsible for sending a thank-you letter to the host
               college for making its facilities available.

The Senate Office will assist in the distribution of the meeting agenda, directions, parking passes
and other materials announcing the Area meetings. However, it is the responsibility of the Area
Representative to provide the Senate Office with materials at least two weeks prior to the
meeting. This information will also be posted on the Academic Senate website.

Plenary Session Area Meetings
During each of the plenary sessions, the Area Representatives will hold an area meeting. These
area meetings are to discuss recently introduced resolutions and amendments and other area
related issues. The Area Representative will chair the meeting.

Other Executive Committee Responsibilities
Executive Committee members may be assigned other duties relating to local senates in their
areas, such as the following:

A.     Write to local senate presidents within the area to inform them of fall and spring plenary
       session dates, area meeting dates, issues of interest. The Executive Committee members
       may also want to share their business cards containing email addresses and phone number
       with local senate presidents and urge them to call if they have questions or concerns.
       Note: Executive Committee names, home addresses, home and college phone and FAX
       number and email addresses are published in the Academic Senate Directory.

B.     Follow up with local senates whose officers or delegates do not attend fall or spring
       plenary session or Faculty Leadership Institute. Executive Committee members may be
       asked to report to the Executive Committee reasons for local senate representatives not
       attending a plenary session or a pre-session area meeting.




                                                19                 Executive Committee Policies
In addition to the duties relating to assigned area, Executive Committee members may be
assigned duties at specific colleges, some of which may not be within the members' area, for
special contact purposes.

Strengthening Local Senates
Executive Committee members are asked to do what they can to strengthen local senates in their
areas. These duties may include such activities as:

A.       Visiting colleges and attending local senate meetings as approved by the President;
B.       Sending appropriate Academic Senate publications to meet local needs;
C.       Informing local senates of statewide issues of significance via phone or by listserv;
D.       Informing the Academic Senate President of problems that may require the President's or
         Executive Committee's attention; and
E.       Reporting area concerns to the President and Executive Committee.

Working With the Home College/District
Executive Committee members are assigned their own colleges/districts as part of their area
responsibilities. Members depend a great deal upon their colleges/districts for support such as the
use of college mail facilities, substitutes, use of duplication facilities, or for additional reassigned
time. Consequently, it is important that Executive Committee members keep their college
administrative and senate leaders informed of Academic Senate activities. Activities might
include the following:

        Distributing copies of significant material on statewide issues;
        Requesting a place on the home senate agenda for reports; and
        Meeting occasionally with administrators to inform them of Academic Senate activities
         and to express appreciation for their support.




Executive Committee Policies                      20
    PLENARY SESSION: ROLE OF THE EXECUTIVE COMMITTEE MEMBERS

Regardless of whether a plenary session is held in the North or South all members of the
Executive Committee share responsibilities for planning and carrying out a worthwhile,
informative, productive statewide meeting. The following outlines some of those responsibilities.

Before Session
At the August and January meetings, Executive Committee members make suggestions for the
fall or spring session. Usually there is some general discussion regarding items such as thematic
focus, changes in procedures, possible speakers, and topics to be covered. At the next two
meetings, the Executive Committee members plan details such as the format, breakouts,
speakers, and time of events. Usually the Executive Director will send a tentative program and a
timeline for assignments to be completed.

The Executive Committee will in May or June, decide when area meetings should be held. This
advanced planning responds to adopted resolutions asking that the next area meeting dates be
announced in the fall and spring programs, and as early as possible in plenary session and other
mailings and publications.

Executive Committee members may be asked to do any or all of the following specific
assignments:

Chair breakout discussions
Contact speakers, usually by phone at first, then confirm by letter or email. The breakout chair
may suggest speakers or may be assigned to include other knowledgeable individuals. It is
important to confirm the correct spelling of each individual's name and exact title, and to identify
any AV needs the speaker(s) may have (see below). Having met the deadline for confirmation of
participants, the chair will provide the Executive Director with the name, title, address, and a
phone number or email for each breakout participant. It is important that this information is
accurate because it will be included on the roster and used to make name badges. The breakout
chair should request a speaker vitae for purposes of introduction, should give each speaker a
specific time limit for the presentation, and should make arrangements for meeting each speaker
and, if necessary, for transportation to/from the airport (the latter depends on the eminence of the
speaker). The Academic Senate requires that breakout presenters officially register for the
conference. The chair is responsible for contacting the Senate Office to acquire the appropriate
forms. The breakout chair may want to "host" the speakers at the meal by introducing them to
others seated at the table. In times when there are funds available, the Executive Committee may
choose to reimburse presenters for their cost of travel. This request will be noted on the
presenter registration form submitted by the committee chair. However, presenters are only
reimbursed for costs incurred the day of their presentation. Other restrictions may apply, so it is
usually best to confirm proposed arrangements with the Executive Director PRIOR to extending
offers to presenters. As with committee members, be certain to provide reimbursement and
travel information in writing and to copy the Executive Director on all related correspondence.

Note: In an effort to ensure that the Senate positions are communicated to the presenters and the
attendees, breakouts must be facilitated by an Executive Committee member. If you are unable
                                                21                 Executive Committee Policies
to facilitate one of the breakouts conducted by your committee, another Executive Committee
member may be asked to facilitate the breakout.

Supply background material for the breakout topic
In addition to new presentation material, there may be printed material already available for
background, particularly Academic Senate papers. Or, a speaker's research, for example, with
the permission of the speaker, could be distributed either at the breakout, in the packets, or in a
mailing, provided it is not excessively long.

The Senate Office will make copies of breakout materials. Since the Senate has a reduced rate
for copying, no other copy charges will be reimbursed. The Executive Director will provide the
Executive Committee with a deadline for copying. Be sure that material to be duplicated reaches
the Academic Senate Office on time for inclusion in mailings or packets. Breakout chairs should
submit originals to the office at least two weeks prior to the plenary session. The Senate Office
will make 75 copies of each item and bring them to the plenary session marked with the name of
the breakout chair. As noted above, no other reimbursements will be made for copying charges.
Extra handouts should be put on the materials table at the back of or near the general meeting
room.

For preparation of the packets, the Executive Committee member may be asked to do any of the
following:

      Strictly adhere to the timeline for submitting material to the Academic Senate Office.
       That will allow them to duplicate materials and include it in the packets or prepare for
       individual breakouts. The President has the final decision on what is in packets, what is
       mailed, or what is disseminated in breakouts.
      The Executive Committee member may also be asked to inform the Events Coordinator
       of the need for special equipment such as: overhead projector, tape recorder, easel, or
       LED/projection panel.

Executive Committee members are expected to attend Area meetings in their area before each
plenary session to help delegates and presidents understand the issues, to discuss breakout topics,
explain the mailed material, and generally encourage attendance at the session. In addition,
Executive Committee members will be asked to call senate presidents not at the Area meetings to
help them prepare for the plenary session and to assure that they will attend.

Breakout Guidelines

Focus
Have a clear focus when selecting the breakout topic. To the extent possible, the breakout should
be related to the theme of the session, if there is one, and should be narrow enough for a
one-to-two hour discussion, but not so narrow as to appeal to only a handful of participants.

Presenter Selection
Limit the breakout to three to five presenters and limit the presentations so that there is time for
participants to ask questions and discuss important issues.
Executive Committee Policies                     22
In selecting speakers, consider the relative expertise of people and strive to balance the panel so
that highly experienced individuals are paired with other highly experienced people. Also, be
careful to consult with local senate presidents when a speaker represents a local senate to ensure
that the local president is comfortable with that speaker.

If funds are available and included in the Senate budget, the Senate will reimburse the costs for
speakers to participate in breakout sessions. However, the cost will only cover the day of the
event and shall be noted on the presenter registration form noted above.

Keep in mind that the chair of the breakout should know almost as much as the most
knowledgeable speaker, since it does occasionally happen that a valued presenter will have
a sudden schedule change and not be able to attend. It is then the breakout chair's task to
fill in for that speaker.

In selecting breakout participants, also keep in mind our desire to reflect the diversity of
California Community Colleges--in their size, their geographic distribution, and their
varieties of people and views.

Consider also the overall balance of breakouts offered at a given time and be sure that speakers
for one breakout do not outweigh all other breakouts scheduled at the same time, thereby
jeopardizing attendance at the other breakouts. Breakouts are not evaluated in terms of popularity
or size of attendance, but rather in terms of the value of information presented.

Keep in mind, too, that Executive Committee members' time is limited and should not be
over-extended, that community college participants must pay registration fees and travel
expenses, and that registration fee waivers are only granted at the invitation of the president or to
organizations with whom we have a reciprocal relationship.1

Finally, remember Academic Senate sessions are legislative not just information meetings. Keep
in mind what possible Academic Senate policy or positions this breakout addresses and what
resolutions they might give rise to.

Speaker Notification
Begin early with the process of calling and writing to prospective presenters. In the preparation
for the first call or letter, have the following details ready:

           When the presentation is tentatively scheduled (day and time);
           Where the plenary session is located (city and hotel);
           What the presentation topic and plenary session theme are;
           How long the presenter should plan to speak; and
           What AV equipment or duplication needs the presenter might have.



1 Organizations who give reciprocal courtesy to the Academic Senate, for example, the AAUP or the Community
College Association or California Federation of Teachers, would send a representative.
                                                     23                   Executive Committee Policies
All of this information must be submitted to the presenter in written form (letter or email) as
confirmation of agreement to participate. It is wise to repeat the information in a follow-up letter
about three weeks before the session, reminding the presenter of deadlines for submission of
handouts or other materials that must be reviewed or duplicated.

Also consider asking presenters for their estimated arrival times and ask if they need assistance
in preparing for the session. As soon as presenters are confirmed, notify the Academic Senate
Office so that names can be built into the program. Be careful to spell names correctly and
inquire as to the presenter's appropriate title.

Executive Committee Approval
The Executive Committee approves breakout topics, collectively assigns breakouts to Executive
Committee members or others as appropriate. Thus, the breakout titles and potential presenters'
names should be ready in time for approval at the Executive Committee meeting a month before
the plenary session. The committee chair should seek approval of the President or Executive
Director when presenters other than the committee members are used to make breakout
presentations. The program must be printed in time to be included in the packets, and that means
that breakout information must be received well in advance of the printing deadline.

Handouts
Collect at least one copy of every handout distributed at the breakout and send it to the Academic
Senate Office for inclusion in the archives. The Academic Senate often receives requests for
specific documents distributed at breakout meetings, so it is important that copies be kept on file.
These copies should be on white paper for easy duplication, and they should include the plenary
session date, breakout title, and name of the breakout chair in the upper right comer. Whenever
possible, chairs should request electronic copies of handouts and PowerPoint presentations for
potential posting on the Academic Senate website or sharing with others.

Information Gathering
To make the most of presentations and discussions, the chairs should arrange for a note-taker, if
possible. These "minutes" will prove useful later when the committee reports in a Rostrum
article, or continues its work on papers or position statements.

Effective Breakout Sessions
Sessions that begin and end on time, that balance the presentations of all (so that no one speaker
or delegate dominates the session), and that permit participants to ask questions, are rated as
more successful. Remember to distribute the evaluation sheets a few minutes before the session
is scheduled to end and encourage all to complete that evaluation form. The Academic Senate
Office personnel will collect the forms and replenish the evaluation forms for the next session.

Other Responsibilities at the Session
Executive Committee members may also be asked to chair resolution and amendment writing
sessions and should have copies of resolution and amendment forms (usually contained in the
session packets). All resolutions should be entered on a laptop, if possible, and the disk (or
forms) turned into the onsite Senate Office by the deadline as stated in the program. Committee
members should work with the resolution makers to ensure that each resolution is coherently
Executive Committee Policies                     24
written and follows resolution guidelines as outlined in the Resolution Procedures document
included in every plenary session packet.

Executive Committee members are also expected to attend Executive Committee meetings as
scheduled at each plenary session. Typically, those meetings occur on the day prior to session,
and on the Thursday and Friday evenings following submission of resolutions.

Executive Committee members may be asked to volunteer for any of the following:
    Help host plenary session receptions.
    Post signs when meeting locations are moved.
    Give directions to the registration desk, meeting rooms.
    Distribute material such as the Treasurer's report at the plenary sessions.
    Welcome new delegates, answer questions and help make them feel welcome.
    Help presenters find meeting rooms, registration area, their discussion leaders, lunch or
       dinner.
    Encourage completion of turn-around surveys.
    Participate in Executive Committee breakouts—informal conversation between
       participants and Executive Committee members not assigned to a breakout at that hour.
       Host presenters at meals or receptions.
    Encourage submission of Application/Nomination to Serve Forms.
    Evaluate the breakouts and session, including speakers, hotel arrangements and General
       Sessions.

After Session
Executive Committee members are expected to do the following:
    Fill out the evaluation form provided at the session.
    Contribute to the discussion of the plenary session at the Executive Committee meetings.
    Note what to do differently in planning for future sessions and include it in your
       committee binder
    Write letters of thanks to breakout presenters.
    Plan for future sessions.
    Write an article for the Rostrum, highlighting the findings and remarks of session
       presenters, or identifying new issues to be considered.

Post-Plenary Session Follow Up
As noted earlier, breakout session chairs should send a thank you letter to each presenter within
three weeks of the close of the last general session. These letters should be separately written and
individualized. Copies should be sent to the presenter's college president (if appropriate) and to
the Academic Senate Office for the files.

Development of a Position Paper
Position papers may originate in Academic Senate committees as a result of a resolution from a
plenary session. Those initiated by a resolution passed by a plenary session calling for an
Academic Senate position on a particular subject will follow these steps.



                                                25                 Executive Committee Policies
1. The Executive Committee shall review the resolution for feasibility. On rare occasions, if the
   call for a paper is deemed not feasible, the Executive Committee shall report its decision and
   rationale to the next plenary session through its Resolution Status Report, a document that
   offers follow-up on resolutions passed at the previous plenary session and on any resolutions
   still unresolved from previous sessions. If deemed feasible, the Executive Committee shall
   assign the position paper either to a standing committee or to an ad hoc committee.

2. As part of the review of the resolution calling for the position paper, the Executive
   Committee shall normally communicate to the committee assigned to write the paper the
   direction which the position paper shall take; the Executive Committee may also suspend
   such direction, pending the findings of needed study, research, or surveys.

After appropriate study and deliberation, the assigned committee shall communicate to the
Executive Committee the proposed outline for the paper with any significant background
information. During a full, substantive review at an Executive Committee meeting, Executive
Committee members will return the outline or paper with their comments. Input from the field
on draft position papers may also be sought.

Drafts require at least two readings before approval by the Executive Committee. Ideally, all
drafts will be received in time to be submitted through the normal agenda process. However, any
drafts emailed to members must be received at least three days before the meeting.

At its first reading, a position paper shall be reviewed in detail by the Executive Committee.
Three actions are likely at the first-reading stage: (1) A vote will determine if the paper is ready
to advance for a second reading. (2) If the suggested changes are substantive enough, the paper
shall be returned to the committee for additional revision and then resubmitted to the Executive
Committee for further review. Only when determined by vote of approval will a paper be
advanced to a second reading, its consideration by the field and proposal for adoption. (3) The
general direction or findings of a paper may call for radical revision, necessitating a delay in its
progress. At its second reading, a position paper shall be reviewed only for minor technical
changes. Approval by majority vote is required to advance the paper for adoption at the next
plenary session.

Position papers or their outlines that have yet to be approved by the Executive Committee may
be presented to plenary sessions for discussion only, not adoption. Such papers are to be marked
"Draft For Discussion Only; Not an Official Position Paper of the Academic Senate" and shall
bear the name of the writing committee, the committee’s chair, and contributors to the draft.
Position papers that have been approved by the Executive Committee must be included in a
mailing for the plenary session at which they will be considered for adoption. The vote of
approval by the Executive Committee constitutes a resolution for adoption of the position paper
by the plenary body. Papers will be considered the position of the Academic Senate only when
adopted by a plenary body. These papers are marked ―for adoption…‖




Executive Committee Policies                     26
                           ACADEMIC SENATE COMMITTEES

The Work of the Committees
Where do the duties and responsibilities of Academic Senate committees originate?
    Fall and spring plenary session resolutions, which are assigned by the President to a
      specific committee, group, or individuals responsible for providing a response with
      approval of the Executive Committee.
    Directive of the Executive Committee.
    Directive of the President.
    Decision of the committee, subject to approval of the Executive Committee.
    Breakout presentations at fall and spring plenary sessions.

How should a committee proceed with its work?
   All projects should have prior approval of the President and the Executive Committee.
      Activities that require extraordinary funding (over $200), including extensive mailing and
      printing, must have prior approval of the President.
   The committee, under the leadership of the chair, should, at its first meeting, adopt its
      strategic plan for the year. (See also "Duties of the Committee Chair" below.)

How are committee members chosen?
   Committee members may be recommended by their local senate, the committee chair, the
      President or members of the Executive Committee. In addition, individuals may indicate
      their desire to serve on an Academic Senate committee. The Selection Process is
      described in detail below. (See also Appendix E: Application/Nomination to Serve on a
      Senate/State Committee Form.)The President, in consultation with the committee chairs,
      will make recommendations on committee membership to the Executive Committee,
      which approves committee membership at its August meeting.
   In selecting committee members, the chairs should observe adopted guidelines urging
      consideration of diversity, geographical location, and college size.
   Committees generally have 3-6 members including the chair. If a chair requests more
      members, the President may approve or deny the request.
   As a general rule, no more than half the members of a committee should be Executive
      Committee members. Also, an Executive Committee member should not expect to serve
      on more than one or two Academic Senate committees.
   The President will endeavor to distribute committee memberships among as broad a
      constituency as possible. Members from the field serve one-year terms and no more than
      two consecutive terms on a given committee, unless there are extenuating circumstances.
   Members should not promise acceptance to potential committee members but inform
      them that committee appointments are contingent on approval of the Executive
      Committee.

The following description of the appointment process appears in plenary session packets, on our
website, and within each committee chair's binder. All chairs should be aware of the duties and
obligations this document obliges them to fulfill.



                                              27                 Executive Committee Policies
Senate Committee Appointment Process
The Academic Senate continuously collects ―Nominations to Serve/Application Forms‖ at Senate events
such as plenary session and institutes. Additionally, a letter is mailed in May that asks local senates to
nominate faculty to serve on a variety of committees for the upcoming year. The Senate Office
acknowledges the receipt of the nomination form with a confirmation letter. This letter provides
nominees with information about the appointment process as well as the timeline for appointments.

Standing Committee
In June, committee chairs review the list of interested faculty and select members based on criteria below.
The committee chair may also search the Senate directory or solicit the local senate presidents for
additional nominations.

Criteria for selection include:
 Diversity (i.e., regional, discipline, ethnicity, skill sets)
 Previous senate assignments (performance, frequency or recency of service)
 Location (If the committee is not one that requires geographical equity, the chair may select members
    with an eye to minimizing travel expenses)

The committee chair will contact the selected faculty to confirm their willingness to serve. In August, the
committee chair will present recommended members to the Executive Committee for approval since all
appointments are subject to Executive Committee approval. Following approval of the recommended
committee members, the chairs will contact those faculty they had previously personally contacted to
indicate the Executive Committee action. Names of faculty members who are not selected for a standing
committee membership will be retained throughout the year as other needs may arise.

Ad Hoc, Special Task Forces, Grant Readers, or Advisory Groups
Throughout the year, the Academic Senate receives requests for faculty to participate on a number of task
forces or advisory groups. When such a request is received, the Senate Office reviews the list of faculty
interested in serving on Senate committees for faculty that have the expertise needed on the task force or
advisory committee. If no faculty on the list have the skills or expertise needed for the task force or
advisory committee, the Senate Office contacts local senates for nominations. Names of potential
appointees are given to the President for approval. Once the President has selected potential appointees,
the Senate Office contacts the local senate president to confirm the nominee’s appointment. Then the
faculty member is contacted.


Terms
According to Article V, Section 4, appointments to committees or special assignments shall be for no
more than one year. At the end of the one-year term, faculty members must resubmit the Nomination to
Serve form if they would like to serve on the committee again. No faculty may serve on any one
committee for more than two consecutive one-year appointments, unless the Executive Committee
confirms exigent circumstances.

Adopted May 2004




Executive Committee Policies                        28
Duties of the Committee Chair

How does the chair develop a work plan for the committee?
   The committee chair, in consultation with the President, should identify specific goals for
      the committee, based on assigned resolutions, status of work done in previous years, and
      emergent needs. Consulting the binder and the annual report submitted by the previous
      chair offers a good starting place. These goals will be submitted for the Executive
      Committee agenda with a first reading at the first Executive Committee meeting in
      August and for action at the second Executive Committee meeting.
   Sometimes priorities have to be made, but the chair should always consult with the
      President as work progresses and when changes have to be made.
   Committees usually have a first meeting in August; because the committee members may
      not have been confirmed, the chair needs to make clear to participating members the
      tentative nature of their August participation.

How does the committee chair keep the Executive Committee and President informed of
committee activities? Where are reports sent?
    First, the committee chair should always send copies (hard copies or electronic copies) of
      agendas, reports, and correspondence to the Executive Director. These copies contribute
      to the Academic Senate's archives and provide back up for the committee chair.
    The committee chair is responsible for reporting the meeting activities to the President
      within 10 days of the meeting. These reports are also sent by the committee chair to the
      Academic Senate Office for inclusion in the Executive Committee agenda and, once
      approved, for posting on the Senate website.
    Chair is responsible for archiving reports and other materials in the committee binder.

Issues of immediate concern should be communicated to the President without delay.
     Committees do not report, orally or in writing, or send their deliberations, to bodies
        outside the Academic Senate, unless such reports, including position papers and other
        documents, have been approved by the Executive Committee or the plenary body.

How are meetings scheduled?
   The chair should schedule meetings at times and places after taking into consideration the
      cost factors and members' schedules. These meeting dates will be established at the
      beginning of the year after consultation with the committee members, and will be posted
      on the Academic Senate website and should be changed only under extreme
      circumstances. The Senate Office should be notified of any changes to initial meeting
      dates.
   To reduce expenditures, the chair should also consider conducting at least one meeting
      each semester using electronic means (e.g., CCCConfer, teleconferencing, etc.). At each
      orientation, Executive Committee chairs will receive information about the latest options
      available to them.
   Prior to making any commitments to individuals or venues, the chair should share with
      the Executive Director any concerns about unusual expenses (cost of hotel room, cost of
      food, etc.). Alternatives may be available.
                                               29                Executive Committee Policies
What are the chair's responsibilities to committee members?
   The committee chair should make sure that all committee members understand the travel
      and expense reimbursement policies of the Academic Senate, including the need for
      receipts, and the need to send the expense forms to the Academic Senate Office, and
      reports to the President.
   The committee chair should ask the Academic Senate Office to put on the Academic
      Senate mailing list committee members who would not otherwise receive Academic
      Senate material (i.e., those who are not Executive Committee members, delegates or
      presidents, heads of organization).
   The committee chair should distribute to all committee members a list of fellow
      committee members with home as well as college phone numbers, email and place
      addresses. This list should also be forwarded to other Executive Committee members and
      to the Academic Senate Office.

Committee chairs send their own agendas, meeting notices, and meeting minutes to their
committees. While the Executive Director may serve as an ex officio member, it is NOT the
responsibility of this individual to do this work under usual circumstances. With permission of
the President, a committee chair may wish to make use of Academic Senate listservs to send
local senate presidents, curriculum chairs or others time-sensitive information.

Are there suggestions for conducting effective committee meetings?
The chair should appoint a committee secretary to keep an accurate record of committee minutes
and decisions.
    The chair should involve all committee members when assigning and distributing
       committee tasks and should avoid overburdening some individuals and overlooking
       others. Committee membership is an opportunity to cultivate statewide leadership.
    The chair should assign committee members to assume responsibility for writing portions
       of position papers in response to resolutions from the fall and spring plenary sessions, to
       draft policies or procedures, to contact speakers or presenters.

What fiscal responsibilities does the chair have?
   The committee chair has a responsibility to review and comment on the Academic
       Senate’s own budget; specifically, the chair must be familiar with the allocations
       provided to that committee, to monitor those committee’s expenditures, and to review
       them when reported cumulatively over the year by the Treasurer. More immediately, the
       committee chair must promptly submit draft or officially adopted minutes or reports of
       the committee; no chair or committee member can be reimbursed for incurred
       expenses without submission of this report.
   Committee chairs are responsible for communicating the Academic Senate expense
       reimbursement policy to committee members.

What obligation does the chair have to next year’s committee?
   The chair must write an annual report. Each chair’s responsibility is to the Academic
      Senate and the faculty it represents, as well as to the Executive Committee that carries out
      the Senate’s charges. Thus, each chair has a responsibility to communicate clearly with
Executive Committee Policies                   30
       successive committees what has been accomplished, what has only been partially
       addressed, what remains to be completed, what possibilities lie ahead. The annual report
       contains that information and launches subsequent chairs.
      Prior to each plenary session, chairs will be asked to submit a Status Report on
       resolutions assigned to their committee. These reports are submitted to the field to ensure
       progress on adopted resolutions.
      The chair must maintain and turn in the binder created for that committee. This binder
       minimally contains: committee minutes, agendas, goals, membership, papers in progress,
       resolution status, and annual reports. This completed binder will be submitted in May
       each year and will be given at Orientation to the individual who will serve as chair the
       following year.

Committee Expectations
How should a committee chair prepare for the fall and spring plenary sessions?
   The chair should report on the progress of work being done.
   The chair should recommend resolutions, as appropriate to the work of the committee.
   The chair should suggest breakouts and discussions as appropriate.
   The chair should designate a committee member, if possible, to take notes for the
      committee record or for reporting in a forthcoming Rostrum article.
   The chair should work with committee members to write a relevant article for the
      Rostrum, explaining some of the issues to be addressed in forthcoming breakouts
      sponsored by the committee.

What other reports are expected of the committee chair?
   The chair should distribute minutes and a report of every meeting to the President and the
      Executive Committee. The chair should also provide regular reports to the Executive
      Committee, detailing work in progress.
   The chair should prepare a final report of committee accomplishments for the Academic
      Senate Annual Report for action at the June Executive Committee meeting. (See Annual
      Reports@ Section of this manual.)

What are the responsibilities of the committee and its membership?
   Committees serve as an advisory group to the Executive Committee.
   Members should work with the chair to further the work of the committee rather than
      pursue private or unrelated agendas.
   Members should make every attempt to attend all meetings as scheduled.
   Members should be honest about the workloads they can bear, declining membership if
      unwilling to assume their fair shares of the duties and obligations.
   Members should bring to bear their particular experiences in fulfilling the assigned tasks.

Subcommittees and Ad Hoc Committees of the Academic Senate
Why are there subcommittees and ad hoc committees of Academic Senate committees?
    A project may be too large for a single committee or have overlapping concerns with
      another committee; or, conversely, one or two individuals on a committee may assume
      the primary responsibility for an assigned task while other members attend to other work.
    The expertise of someone not on the full committee may be needed and that individual
                                               31                 Executive Committee Policies
        may be asked to join committee members in working on a special project.

       Some urgent matters may arise from intersegmental, Consultation or system advisory
        committees requiring immediate attention of experts from the field as well as from
        Executive Committee members. These tasks are usually of shorter duration but might not
        be driven by specific resolutions.

What are some subcommittee and ad hoc committee procedures?
   Subcommittees and ad hoc committees report to their parent committees or to the
      committee chair, who then reports to the full committee, the Executive Committee, or the
      President, as needed.
   Expenses for subcommittee and ad hoc committee work must be approved by the
      President.

Process for Applying for and use of Research Funds

Research Project Proposals
Committee chairs who have a need for research assistance, beyond the capabilities and/or scope
of the members of the committee, should develop a proposal for funds and submit it to the
Executive Committee. Special projects, outside of the charge of a particular committee, may be
identified and proposals may be submitted at the direction of the President or Executive
Committee. In order for the proposal to be considered for funds, it should include the following
items:

   1.   A needs assessment: scope and goals of the project.
   2.   The number of hours of assistance needed (approximate).
   3.   An itemized budget.
   4.   The clerical support needed for the research project.
   5.   A process for reporting to the committee chair the progress of the research project.
   6.   A rationale for why this research cannot be carried out by current committee members.

Criteria for Selection of Proposals
The criteria for selection will be as follows:

   1. The request is for a high priority issue facing the Academic Senate and is in line with the
      stated goals of the Academic Senate.
   2. The proposal includes all of the items listed about in this ―Research Project Proposals‖
      section.
   3. The rationale for why this work cannot be done by committee members is clear and
      reasonable and makes sense based on the goals of the project.
   4. The budget is reasonable and makes sense based on the goals of the project.
   5. The process for reporting the progress of the project is thorough and allows for regular
      updates to the committee chair.
   6. The proposal is well written and organized.
   7. The proposal includes a reasonable time frame and number of hours needed to complete
      the project.
Executive Committee Policies                     32
Research Review Guidelines
Research studies are generally intended as a basis for decision making and, therefore, their
findings and conclusions must be closely scrutinized. The following rubric is intended to satisfy
minimal expectations against which research may be considered. Our goal should be to provide
useful information to decision-makers (ASCCC and local senates). According to former Stanford
professor Jim Collins, ―good research gives results you don’t expect, but great research gives
results you don’t like.‖ The best research will often yield results that are surprising, even
disappointing.

   1. Are the study’s objectives well defined? What did the study attempt to investigate, and
      why? Studies without clear purpose lack focus, and incorporate measures that lack
      precision and meaning. Conversely, a clear purpose facilitates efficient and appropriate
      methodology. A well-considered methodology frequently begins with an examination and
      written summary of published scholarly research.

   2. Does the study’s design attempt to limit fuzziness? That is – does the study feature
      strategies to control, through design or statistical methods, for extraneous factors that
      could influence the outcome variable(s)? The viability of a study is dependent on the
      inclusion of relevant variables and the validity and reliability of the techniques employed
      (example: short course variables and pretest/posttest data). A study investigating the
      influence of compressing course length might use the rate at which students earn passing
      grades as the outcome variable. One would expect the study to use strategies to isolate
      potentially influential variables (e.g., differences in course rigor or the student’s literacy
      level) that are not the focus of the study.

   3. Is the study of sufficient size and length needed to meaningfully address the objectives?
      Evidence is more convincing when studies gather longitudinal data derived from a series
      of studies conducted over a span of three to five semesters, and incorporating groups of
      courses. Better-designed studies seek to include as many variables as possible and
      thereby would hold a study on abbreviated courses, for example, to the same precise
      standards as traditional course offerings.

   4. Is the research design well delineated? Similarly, are the methods of gathering data
      carefully designed? A good research design is clear and logical so that its methodology
      and intent is readily understood by non-researchers and those who rely on the study’s
      findings to make decisions. On another note, even the best research design has limitations
      beyond the researcher’s control. Good studies often include a section describing all
      known limitations. A survey instrument, for example, should be designed so that it is
      easily understood by the participant. Factors may include consistency among question
      types, avoidance of ―loaded‖ questions (questions that indicate the surveyor’s desired
      survey result), and format that allows easy compilation and analysis of data.




                                                33                 Executive Committee Policies
   5. Are the study’s outcome measures appropriate? The study should explain the choice of
      measures and provide supporting literature or other evidence to justify this choice as well
      as information about each measure’s reliability and validity.

   6. Does the study raise any bias flags? Does the study’s funding source have a hidden (or
      not so hidden) agenda? Have any unsubstantiated assumptions been incorporated into the
      study’s design? Do the data generated from the study justify the conclusions that were
      drawn? Unsubstantiated assumptions, particularly when foundational to the design of a
      survey or other type of study, can skew research and result in poorly founded decision-
      making.

   7. Where was the study published? Research articles that appear in scholarly journals (e.g.,
      Journal of Educational Psychology) pass through the scrutiny of peer reviewers who
      verify the study’s quality. It is good to keep in mind that studies found in ERIC, as well
      as unpublished studies, may not meet the rigorous criteria demanded for publication in
      scholarly journals.

Thorough guidelines for the above topics, as well as others regarding the development of
surveys, can be found at the American Statistical Associations website:
http://www.amstat.org/sections/srms/whatsurvey.html




Executive Committee Policies                   34
                     Survey Assistance Process for ASCCC Committees

When a standing committee, ad hoc committee or task force of the ASCCC believes that expert
assistance is required to develop, administer, and analyze a survey, the following process shall be
used.

   1. The committee chair seeks approval from the president to invite the expert/consultant to
      meet with the committee to explore the goals of conducting a survey to complete a task
      assigned to the committee.

   2. The committee meets with the expert/consultant to review the resolution or assignment
      and the target audience, to consider alternate forms of surveys and the type of analysis
      required, timelines, etc.

   3. The expert/consultant provides an estimated cost of the job to the committee chair.

   4. The committee chair completes the Request for Survey Assistance Form (available from
      the Senate Office) and submits a copy to the president and the executive director.

   5. The president, in consultation with the Executive Director, evaluates the need for
      expert/consultant assistance, the cost, the timeline, etc., and approves or denies the
      request.

       Note: If denied, the committee chair may appeal the decision to the Executive
       Committee by following the appropriate rules and practices for adding an item to the
       Executive Committee agenda. The ruling of the Executive Committee is final.

   6. After approval, the committee chair becomes the direct contact with the
      expert/consultant.

   7. Once a draft survey and plan is approved by the committee, the committee chair will
      submit it to the Executive Committee for input, including the estimated cost of the entire
      survey. After further revision, the survey is submitted to the Executive Committee for
      final approval.

   8. All final analyses and raw data are returned to the committee chair. The committee chair
      shares the final results with the Executive Committee to determine which results, if any,
      will be published on the ASCCC web page. The committee uses the data to develop
      papers, positions, policies, practices, etc.

   9. The process, costs and results are added to the office archive.




                                                35                 Executive Committee Policies
Committee Charges

Standing Committees

Accreditation and Student Learning Outcomes Committee
The Accreditation and Student Learning Outcomes Committee is charged to provide guidance
for faculty in areas related to accreditation, outcomes, assessment and accountability. The
committee will gather effective practices for outcomes and assessment and empower faculty to
create effective self-studies. The committee will distribute information via the SLO listserv and
through institutes, papers and rostrum articles, regarding faculty roles in accreditation. The
committee will interact with the Commission and other appropriate organizations representing
faculty and their concerns in the Community College System. The committee will also provide
SLO Coordinator training throughout the state. Under the direction of the President, the chair
and/or members of the committee will provide technical assistance to local college academic
senates and the faculty in general who request assistance with accreditation and SLO issues.

Basic Skills Committee
The Basic Skills Committee reviews policies and recommends to the Executive Committee
positions and actions on issues related to meeting the needs of under-prepared community
college students. In addition, the Basic Skills Committee gathers information on best practices in
providing instruction and support services to under-prepared students and conveys this
information to the field through breakouts, workshops, and papers. Members of the Basic Skills
Committee represent the Academic Senate on such bodies as the System Office Basic Skills
Advisory Committee.

Counseling and Library Faculty Issues Committee
The Counseling and Library Faculty Issues Committee is responsible for review of policies,
procedures, administrative requirements and general information regarding counseling and
library issues; discussion of current counseling and library programs; and consensus
development on issues through study and research. The committee presents position statements
and policy recommendations to the Academic Senate Executive Committee.

Curriculum Committee
The Curriculum Committee is charged to make recommendations to the Executive Committee on
issues related to the development, review, and implementation of curriculum both at the college
and state level. By resolution, the committee is charged to have members representing students,
articulation officers, librarians, and noncredit faculty. Under the direction of the President, the
chair and/or members of the Curriculum Committee provide technical assistance to local college
curriculum committees, academic senates, and the faculty in general.

Educational Policies Committee
The Educational Policies Committee studies educational issues of concern to the Academic
Senate and is the standing committee that recommends educational policies to the Executive
Committee. The Committee provides a forum for high-level discussion and development of
Academic Senate Policy, including its effect on faculty and students. The discussions include
the viewpoint of students, CIOs and union representatives.
Executive Committee Policies                    36
The Educational Policies Committee researches issues as required, and writes background and/or
position papers where appropriate. The Committee may pass general recommendations to other
Senate committees, or work with them on more detailed implementation or technical issues.
New or revised educational policies of the Academic Senate pass through the Educational
Policies Committee. These may include policies to be implemented either locally or at the state
level, suggested positions on proposed policies or changes in existing policies, and responses to
assignments given by the President or Executive Committee.

Equity and Diversity Action Committee (EDAC)
The Equity and Diversity Action Committee (EDAC) responds to resolutions from the session
that deal with the issues of equity and diversity in hiring, equal opportunity, and cultural
diversity in the curriculum. The EDAC committee recommends strategies that promote student
equity and student success, including effective teaching and student learning styles and fostering
a campus climate conducive to faculty diversity and student achievement. The Committee
advises the Executive Committee on guidelines, laws and regulations relating to equal
opportunity and cultural diversity and promotes the integration of equity and diversity issues in
appropriate ASCCC activities.

Faculty Development Committee
The Faculty Development Committee is responsible for advising the Executive Committee on
developing papers and processes to promote faculty development. The Committee provides
guidance in the areas of faculty development, developing innovations in teaching/learning
strategies, and promoting good teaching/learning practices.

Legislation and Governmental Relations Committee
The Legislative and Governmental Relations Committee is responsible for providing the
President with background information on all legislation related to academic and professional
matters. Through research and analysis, and representation on appropriate advocacy groups, the
Committee will provide the President and the Executive Committee with recommendations on
such legislation. The Committee is also responsible for providing legislative alerts to the local
senates, identifying liaison persons to contact legislators, and providing support to local senates
regarding California's legislative process as it has bearing on academic and professional matters.
It is the goal of the Committee to provide the President and the Executive Committee with the
resources to ensure that the Senate is recognized as the voice of authority with the Legislature
and Governor's Office in the areas of academic and professional matters.

Occupational Education Committee
The Occupation Education Committee provides a forum for discussion of current vocational
education issues, develops consensus on those issues and recommends policy and positions to the
Executive Committee and the General session. The Committee develops and implements
strategies to increase the number of occupational education faculty on their local Senates.

Publications Committee
The Publications Committee is responsible for soliciting and reviewing contributions for The
Rostrum and The Forum, reviewing and approving the layout designs for the publications,
                                                37                 Executive Committee Policies
development of the publications budget, and reviewing the publications policies to reflect current
needs.

Relations with Local Senates Committee
The Relations with Local Senates Committee serves to augment the work of the Executive
Committee in its efforts to provide an opportunity to share information on issues of concern at
the local and state levels. While members of the Relations with Local Senates Committee should
be conversant with pertinent statutes and strategies for effective academic senates, their work
will be primarily as liaisons and conduits for information and requests for assistance.

Research Committee
The charge of the Research Committee is to enable research support for assigned goals of the
standing committees, to assess project requests, and to work with committee chairs to link them
to available and project-appropriate researchers screened by the committee. The State Academic
Senate’s Research Committee is dedicated to supporting faculty research efforts in areas such as
accreditation and program review.

Standards and Practices Committee
The Standards & Practices Committee is charged with reviewing, acting on, and monitoring
various activities as needed and assigned by the President or the Executive Committee of the
Academic Senate. The Standards & Practices Committee's activities include, but are not limited
to, conducting Disciplines List hearings, monitoring compliance with the Full Time/Part Time
Ratio (75/25 rule), reviewing the faculty role in accreditation, screening faculty Board of
Governors applications, analyzing and reviewing suggested changes in Executive Committee
policies and Senate Bylaws and Rules, and administering designated awards presented by the
Academic Senate. As assigned by the President or Executive Committee, the committee chair or
designee will assist local academic senates with compliance issues associated with state statutes
and their implementation.

Technology Committee
The Technology Committee is responsible for considering issues surrounding existing and
emerging technologies and the implications for teaching and learning. It has additional
responsibilities for making recommendations to the Executive Committee on such technologies
and implications for the Academic Senate in fulfilling its communication and representative
responsibilities

Operational Committees

Budget Committee
The Budget Committee is responsible for making recommendations to the Executive Committee
for the annual budget for each subsequent year and making recommendations on fiscal policies
and procedures.




Executive Committee Policies                   38
Elections Committee
The Elections Committee is responsible for the delegate credential sign-in registration, providing
election information, overseeing the nominations process, and collecting and tabulating of ballots
at the fall and Spring Session of the Academic Senate.

Resolutions Committee
The Resolutions Committee charge is to provide accurate and timely documents of the
resolutions that eventually are adopted at the Senate Sessions. The process begins with Senate
Committees that submit resolutions to the Executive Committee, which in turn adopts resolutions
for submission to Area meetings where more resolutions may be written. A resolution document
is in the packet at the Session and additional resolutions are developed there and printed at the
Session. A final document for Plenary Session deliberation is prepared including resolutions and
amendments.

Ad Hoc Committees

Future’s Ad Hoc Committee
The Ad Hoc ―Future of California Higher Education‖ Committee is charged with advising the
president and the executive committee regarding the on-going role of the California community
college system within California higher education. The committee will review public policy
documents such as the California Master Plan for Higher Education and AB1725, resolutions of
the Academic Senate for California Community Colleges, and recent public policy research and
position papers in order to foreground and emphasize those policies and practices that will best
serve all citizens of California as the California community college system educates and prepares
the citizens of the state for life in the twenty-first century.

Math and English Implementation Committee
The Math/English Implementation Ad Hoc Committee will assist faculty in implementing the
proposed increase in the minimum mathematics and English levels needed to earn the Associates
degree. In addition, the Committee will collect and disseminate effective practices and activities,
such as teaching strategies, courses, and workshops, to help students in developmental classes
learn and to overcome math anxiety.

Nominations Committee
The Nominations Committee helps the president expand the pool of faculty volunteers for
Academic Senate committees and other related statewide service. This Committee seeks to
develop an ongoing pool of qualified community college faculty applicants that represents
diversity to include racial/ethnic background, sex, geographical area, college/district, and
discipline.

Membership: Initially chaired by the Academic Senate vice president and includes in the
membership the Relations for Local Senates Chair, and one representative from each area (not on
the Executive Committee).




                                                39                 Executive Committee Policies
Questions for the newly formed Nominations Committee to consider:
1. How will the committee accomplish expanding the pool?
2. Should the committee develop criteria for faculty participation?
3. Should the committee interview faculty for required skills (writer, researcher)?
4. Should the committee work with other committee chairs to identify committee members that
   should develop their skills by serving on other committees?
5. Should the committee prepare a report to the president with background information on the
   pool of candidates?

Noncredit Ad Hoc Committee
The Academic Senate Ad Hoc Committee on Noncredit will serve as a resource to the President
and Executive Committee on issues related to instruction, counseling, student services, and
program development in noncredit and the role of faculty in noncredit instruction as related to
governance and local participation in academic and professional activities.

Textbook Ad Hoc Committee
The Textbook Ad Hoc Committee is charged with bringing forward concepts to address the issue
of high textbook costs for students for the Academic Senate to consider as possible legislative
proposals. The Committee will use its paper Textbook Issues: Economic Pressures and
Academic Values and discussions with the Student Senate for California Community Colleges as
resources in the development of such proposals.

Transfer and Articulation Ad Hoc Committee
The Articulation and Transfer Ad Hoc Committee is responsible for the review of intersegmental
issues regarding articulation and/or transfer, such as IGETC, LDTP, UC Streamlining, and
related legislation. The Committee informs and makes recommendations to the Academic
Senate Executive Committee and the faculty regarding intersegmental policies and procedures.
The Committee works closely with the Counseling and Library Faculty Issues Committee on
issues of concern to both.




Executive Committee Policies                   40
Expense Policy
         ACADEMIC SENATE FOR CALIFORNIA COMMUNITY COLLEGES
                           EXPENSE POLICY

The expense policy of the Academic Senate (AS) is designed to recognize the fact that faculty
members serving this organization are volunteers who receive no direct compensation for their
efforts. Therefore, it is the intent of AS to reimburse those expenses that members are mandated
to undertake while serving in an official capacity on behalf the AS. The policies listed below are
intended to provide ease of use and administration while maintaining prudent accountability.

I.     Reimbursement Procedures
       A. All claims for reimbursement shall be submitted on standard Senate Expense
          Reimbursement Forms.
       B. Original receipts or clear copies of them are required as documentation of all claimed
          expenses of an amount greater than $10.00 in order for them to be reimbursed.
       C. Signature of the President on Senate Expense Reimbursement Form will constitute
          authorization for the Treasurer to issue a warrant for said amount and will also serve
          as the second signature on the disbursement.
       D. It is the responsibility of the President, in consultation with the Treasurer, to ascertain
          the necessity and reasonableness of the expenses for which reimbursement is claimed.
           Claiming an expense does not guarantee reimbursement. NO PERSON MAY
          ENCUMBER AN EXPENSE ON BEHALF OF THE ACADEMIC SENATE IN
          EXCESS OF $200.00 WITHOUT PRIOR APPROVAL OF THE PRESIDENT.
       E. Members may be reimbursed for supplies, postage, equipment, hosted functions, and
          other miscellaneous charges necessary for the completion of official business with
          prior approval from the Executive Director.
       F. Members may be reimbursed for business calls. For reimbursement, calls must be
          clearly identified on the original bill or a copy. Further documentation may be
          requested at the discretion of the President.
       G. Travel expenses and registration fees incurred while attending an authorized
          conference, convention, or business meeting within California will be reimbursed.
       H. All out-of-state travel must be pre-approved by the Executive Committee.
       I. Reimbursement requests must be received at the Senate Office in a timely manner (no
          more than 120 days following the event, AND no later than July 15th for all events
          occurring after March 1st in the previous fiscal year, ending June 30th). Expense
          forms will be forwarded to the President for approval within approximately two
          weeks of receipt; once approved, checks will be forwarded to the Treasurer for
          signature. Hence, they will be mailed out within about one week, unless precluded by
          a budgetary shortfall. Please note: Requests MUST be received no more than 120
          days after an expense has occurred, AND no later than July 15th for all events
          occurring after March 1st in the previous fiscal year, which ends June 30th;
          requests received after the applicable deadline will NOT be approved for
          payment.



                                                41                  Executive Committee Policies
      J. With the exception of meetings where the President or the Executive Director is
         present, a written report of the meeting must be submitted by the primary Senate
         representative to the meeting before reimbursement for travel expenses may be made
         to anyone for that meeting.

II.   Travel
      A. A person is expected to neither gain nor lose money while traveling on AS business.
      B. The Senate’s reimbursement policy is, for air travel between cities for which the
         State of California rate is available, to reimburse the lesser amount between the
         State of California Rate or the itinerary rate no matter what amount the faculty
         member actually paid, unless there is other prior approval by the President.
      C. Travel will be reimbursed only upon authorization of the President in accordance with
         the following:
         1. When personal contact is the most efficient method of conducting AS business.
         2. When the most economical method of transportation is selected. For airline travel,
             individual effort to obtain YCAL or advance purchase lower fares is expected.
         3. When attendance at a conference or meeting is limited to persons concerned with
             the topics discussed or the business to be transacted.
         4. When travel is scheduled to avoid backtracking and duplicate travel whenever
             possible.
         5. When appropriate receipts and reports have been submitted.
      D. Committee members are expected to use economy lots whenever possible and be
         aware that for overnight travel, parking costs may exceed the cost of door-to-door
         shuttle service; therefore, members might give consideration to utilizing that
         service.

      E. Travel Expense Limits:
         1. Breakfast $8.00         4. Lodging     $85.00
         2. Lunch $10.00            5. Mileage Govt. Rate as of January 1, 2008
                                    ($0.505 per mile)
         3. Dinner $17.00           6. Incidentals* $5.00/days (President & Executive Director
                                    - $10.00/day)
                                    *Executive Committee members only
      F. The President may authorize higher limits in high cost areas.
      G. When travel arrangements require a member to leave home before 6:00 a.m. or return
         later than 7:00 p.m., s/he may be reimbursed for additional meal expenses.




Executive Committee Policies                 42
Use of the Academic Senate Office's Resources
Executive Committee members are requested to consider the following guidelines for use of the
Academic Senate Office:

Office Visits
Executive Committee members should communicate in advance the dates on which they plan to
be in the Academic Senate Office by notifying the staff and by securing the approval of the
Academic Senate President, if travel is involved. Whenever possible, members should try to
couple an office visit with some other visit to Sacramento to save travel costs. Normal business
hours are 8:00-6:00 M-F. Please note that the Senate Office hours may change. Please check
with Senate staff on operating hours.

Committee Meetings at the Academic Senate Office
When available and convenient, Academic Senate committee meetings may be hosted at the
Academic Senate Office in Sacramento. These arrangements must be made well in advance with
the Executive Director to avoid duplicate bookings and to minimize disruption to the regular
work of the office personnel. Chairs must prepare for all meetings as they would if this meeting
were held off-site, copying materials in advance and asking committee members to resist making
requests of the Academic Senate office members.

Material Review and Distribution
Material for statewide distribution should first be reviewed by the President. If there is not time
for full Executive Committee review, send a copy to the Academic Senate Office for the
President's review, with a note to the President indicating how many copies are needed, to
whom, by what date. Much material can be submitted and sent electronically. Whether you
request postal or electronic delivery, please allow approximately 3-5 business days for
reproduction and mailing. The Executive Director within the constraints of the normal office
workload will prioritize all requests. Whenever possible, Executive Committee members should
have material sent from the Academic Senate Office, especially for statewide distribution, since
that facilitates the office process of keeping a copy for the files. If reproductions costs are to
exceed $200, the President’s approval including approval of the distribution list and estimated
cost is required.

Paper Duplication
Whenever possible, Executive Committee members should have duplication work done at the
Academic Senate Office rather than by a commercial print shop. The Academic Senate saves on
the expense and the Academic Senate Office has a copy of the item for the Academic Senate
files. Material to be distributed at an Executive Committee meeting should be sent to the
Academic Senate Office seven (7) working days before the meeting date so that copies can be
included in the Executive Committee agenda.

Stationery Requests
At the June Executive Committee Meeting, the President will distribute a form to members who
desire business cards.



                                                43                 Executive Committee Policies
Meeting Room Arrangements
All meeting room arrangements are made through the Academic Senate office. Executive
Committee members need to call the office at least fourteen (14) working days in advance of the
meeting with the following information: the date and time of the meeting, preferred location
(with first and second choice of hotels if possible), number of people attending, and the food and
beverage needs. The meeting will be included on the Master Calendar.

Hotel Reservations
Executive Committee meeting hotel and meal reservations are made in advance, so members
must notify the hotel directly if they know they cannot attend a meeting.

Except for plenary sessions and Executive Committee meetings, Executive Committee members
are responsible for making all of their own hotel reservations after receiving approval for such
expense. Travel arrangements should be made by contacting the Academic Senate Office at 916-
445-4753; representatives from the Office will book travel (approved flights, rental cars, etc.) via
an online system of the Academic Senate’s contracted travel agency, through which they may
secure California State rates. Executive Committee members may book their own travel online if
doing so results in a rate not higher than would be offered by using the Senate travel services.
However, if nonrefundable tickets are purchased and the tickets are not used, the Executive
Committee member will not be reimbursed for their cost. Each August, a qualifying letter will
be provided to each Executive Committee member indicating his/her eligibility for state rates.

Monthly Calendar
The Academic Senate Office will prepare a monthly calendar of Executive Committee members'
meetings for reference. Executive Committee members are responsible for reviewing the Master
Calendar for accuracy and notifying the Executive Director electronically of changes. Members
should send monthly updates directly to the Academic Senate Office so that it arrives by the
beginning of each month and can be included in the Executive Committee meeting agenda and
can be entered on the Academic Senate website. This calendar will let the Academic Senate
President and other Executive Committee members know of planned and approved attendance.
Thus, it will be distributed with the Executive Committee meeting agenda materials for
information.

Guidelines for Equipment Use For Executive Committee Members
The Academic Senate maintains a variety of computers and business office equipment for use by
Executive Committee members. A list of current equipment owned and maintained by the
Senate is located in the office. Executive Committee members are requested to consider the
following guidelines for borrowing equipment.

Borrowing Equipment
Executive Committee members should review the equipment list and notify the office staff if
they are in need of equipment available for use. If a piece of equipment that fits the needs of the
Executive Committee member is available, obtain permission from the Senate President and then
check out the equipment through the office. The office staff will maintain a status file of all
equipment on loan.


Executive Committee Policies                    44
When traveling with senate-owned equipment, the Executive Committee member should take the
following precautions:
       1.     Do not check equipment as luggage. If it fits in the overhead compartment, carry
              on the equipment. If it is too large to carry on, have it shipped by other means,
              where it can be insured, before you travel.
       2.     Be especially aware of safety and location of all equipment at airports, train
              stations, and in hotels. Don’t leave equipment unattended or attended by people
              whom you don’t know.

When you return equipment to staff, make sure to get a receipt signed by the staff member.
When Executive Committee members leave the Senate, they must return any borrowed
equipment to the Senate Office. The staff will then update the equipment list with the new status
of the equipment.

Lost and Stolen Equipment
The Academic Senate is currently insured by an outside agency; therefore the loss of any
equipment is the financial responsibility of the Senate. Executive Committee members will not
be held responsible for costs associated with lost, stolen or broken equipment in their possession.

The member should use the following process for resolving lost and stolen equipment issues:

                      a. Notify the Senate President if equipment is lost or stolen.
                      b. Write a letter outlining the circumstances in which the equipment was
                         lost or stolen and submit it as soon as possible to the office.
                      c. Make every effort to identify the missing equipment using serial
                         numbers and complete descriptions in the letter.




                                                45                 Executive Committee Policies
                                  PUBLICATIONS POLICY

The Academic Senate produces its publications to provide statewide communication between
local academic senates or other equivalent organizations in order to coordinate the actions and
requests of the faculty of the California community colleges.

Purpose: To improve and strengthen communication between the Executive Committee of the
Academic Senate and the local academic senates and to reflect the official views or position of
the Academic Senate on Statewide and local issues.

Authority/Responsibilities
The Publications Committee is a standing committee of the Academic Senate. The Publications
Committee has responsibility for the development and distribution of all Academic Senate
publications, i.e. journals, newsletters, or articles, printed or electronic, representing the
viewpoint of the Academic Senate. The President will make the final approval of all Academic
Senate publications. The Publications Committee will review, evaluate, and select final
contributions for all authorized Academic Senate publications, written or electronic, with
recommendations to be forwarded to the President to ensure that all material is appropriate for
distribution under the name of the Academic Senate. Layout and production decisions will be
the responsibility of the Executive Director working in conjunction with the Publications
Specialist.

The Executive Director works with the Publications Committee to develop timelines for
submission, production, and distribution. The Executive Director may also assist in editing or
revising as directed by the Publications Committee and/or the President.

The Publications Committee responsibilities include:
    Soliciting contributions from the President, Executive Committee, and Community
      College Faculty.
    Developing timelines for submissions.
    Making recommendations on printing and distribution process.
    Making recommendations for layout and design.
    Attending Publications Committee Meetings as needed.
    Consulting on all preparations for the production of the Rostrum and The Forum prior to
      final approval by the President.

Publication Guidelines
All documents submitted for Academic Senate publication will follow the style sheet.
Publications, written or electronic, are designed:
     To improve and strengthen communication;
     To showcase academic research;
     To highlight the many creative talents of community college faculty;
     To promote discussion on academic and professional topics.
     To ensure clarity and professionalism, especially of adopted papers.



Executive Committee Policies                   46
Publications Style Sheet: Using Appropriate Modifications of APA Style Manual
The purpose of this quick style sheet is to make drafting papers easier for committee members and the publication process easier for the Academic Senate Office. To
ensure timely and professional dissemination of our documents in both draft and final forms, we assist our readers when we provide similar appearances of our drafts,
regardless of authorship. This document will offer you guidelines as you begin and as you divide your labors, reminding you of the final form toward which you aspire.
Doing it "right" from the beginning will save you time both prior to adoption and after session as it heads for publication. Correcting the format before circulation
saves your readers--on Exec and in the field--from spending time on editorial rather than substantive comments. Ultimately, your adopted document will not be
accepted for publication unless it achieves these minimal standards, common in our profession and familiar to you.

           ITEM                                              DETAIL                                                           ILLUSTRATION
Margins
                                                                1"
Font                                                   Times New Roman                               This is Times New Roman font. All illustrations in this column
                                                                                                     use this font to distinguish it from the details in left columns.
Size                                                          12 pt.

Indents                      It is not necessary to indent the first line of each paragraph, since
                             paragraph spacing (see below) creates the necessary visual
                             separation between paragraphs
Paragraph Spacing            Single space body text.                                                 Drafting Stages
   Text                     Double space between paragraphs.                                        1 If possible, during the drafting stage, it is often useful to
                             Turn on automatic numbering mechanism; number consecutively             2 number each line automatically. This technique enables your
                             throughout all pages (e.g., 1-2000)                                     3 readers to comment quickly and eases discussion.
                             Do not justify right margins.
                                                                                                     4
                                                                                                     Preparing the Final Draft for Publication
      Segments                                                                                      The approved final draft for submission will return to single
                             Segments subheadings will help make these transitions.                  spaced text.
Titles                              CENTERED ON TITLE PAGE IN UPPERCASE                                           TITLE IS CENTERED IN UPPERCASE:
                                                                                                      SO IS ANY ELEMENT FOLLOWING THE TITLE'S COLON
Levels of Heading            First Level Header                                                      First Level is Flush Left, Upper and Lower Case
                             Second Level Header                                                     Second is Also Flush Left but is Underlined Too:
                             Third Level Header and Subsequent Levels
                                                                                                     Publication specialists will change font sizes and other strategies
                                                                                                     to indicate subsequent levels. word, ending with a period.
Running Headers              Clearly indicate draft status, abbreviated title, and perhaps                                     Academic Senate Technology Committee
   Draft                    indicating its number or date                                                                   DRAFT #6 10/31 Technology for Us 13



                                                                                        47                                          Executive Committee Policies
    Final Version            Shortened title + page                                                                                                  Technology for Us 22
In-Text Citations             In-text citations, using the author's last name followed by date         According to Levin (1999), new faculty members "are seldom
                                                                                                       prepared for their first assignments" (p. 98).



Footnote/ End Notes           Use automatic end note or footnoting in Word; use "insert" function      Though less frequently used, footnotes or endnotes can provide
                              to place number close to referred element                                correlative information that, if included in the body of the text,
                                                                                                       would interrupt the flow of the argument. If using in-text
                                                                                                       citations, citations are not necessary in footnotes, according to
                                                                                                       experts2.
Use of                        Using these visual cues can help your reader identify key ideas;         Authors wishing to use bullets should work on these features:
 Bullets                     please work with the office staff in final drafting stages if you wish    use a complete sentence to precede the introductory colon;
 Numeration                  to include these features. Keep the following points in mind when         make all elements parallel in construction;
                              working with bulleted or numbered texts.
 Other symbols                                                                                         use all complete sentences (capitalized and followed with a
                                    Try to use the same bullet style throughout the publication.
                                                                                                            period as you see in the column to the left) or, following a
                                    Try to make the items parallel in their form (e.g., all verb
                                        forms,only nouns, prepositional phrases, etc.)
                                                                                                            colon, begin with lower case letters and separate with
                                                                                                            semicolons as used in this list; and
                                    Use the bullet or numbering icon to line up the text
                                        beneath the bullet as it appears here.                          conclude the list with a period.
                                    Use bulleted or numbered lists sparingly as they decrease
                                        the flow of the document.
Tables/Figures/               Tables should follow the same layout as the rest of the                  Tables, are generally labeled as Table 1, Table 2, etc., with a clear
Illustrations or Visuals      publication. Avoid using tables in landscape layout when the             label and title above the illustration; the source appears below the
                              rest of the document is vertical.                                        table in a note such as the following.
                                                                                                                Note: From "Strategies 2000," by N. Meyerson, 1999, The
                                                                                                       Journal of Business Communication, 39, p. 240.

                                                                                                       Sketches, pie-charts and other visuals are usually listed as figures,
                                                                                                       as in Fig. 22. The label and caption appear below the illustration,
                                                                                                       flush left.
Spacing                                                                                                Two spaces after a period is a holdover from the days of
                              Avoid two spaces after a period, column, etc.
                                                                                                       monospaced fonts, like Courier and typewriters. They helped
                                                                                                       signal a pause. With proportional fonts, it's unnecessary and can
                                                                                                       make text hard to read.


2
    For a more thorough treatment of this information, consult D. Hacker's exercises at www.dianahacker.com/writersref


Executive Committee Policies                                                            48
Quotation Marks                                                                                  Most word processing programs, give you the option to use curly
                        Avoid straight quotation marks, if possible.
                                                                                                 quotes. These may also be called smart quotes or typographer's
                                                                                                 quotes. In Word, these adjustments can be made through "Tools,"
                                                                                                 "AutoCorrect" and ―Autoformat" options.

Ordering the Document         The contents appear in the following order.
Title Page        List Committee members for year(s) during which publication was
                        written. The committee chair should always be listed first and
                        identified as its chair. List college affiliation for each member, and
                        identify title of any administrator (Vice President of Instruction) or
                        student (CalSACCC)
Table of Contents       Omit page numbers; the Publications Specialist will provide them
                        during publication; list subheadings as they appear in the text, if
                        used. Make sure the contents' headings and subheading are
                        consistent with the table of contents.
Abstract                Provide a 150-200 word synopsis of paper's purpose, any noteworthy
                        methodology, the major content areas and general findings.
Body Text
 Introduction          Refer to any initiating resolution(s)

   Main Body           May have separate sections with subheadings
Recommendations to      Always required; each recommendation draws upon specific
Local Senates           comments contained or implied in the body of the paper and
                        identifies responsible party
End Notes               If endnotes were used rather than footnotes, they appear here.
References              Alphabetic, bibliographic entries for all works actually used and        Academic Senate for California Community Colleges (2003a).
                        cited in the text.                                                            Consultation Council Task Force on Counseling.
                                                                                                      Sacramento: Author.
                        Note the hanging indent and modified-APA formatting of titles.           Academic Senate for California Community Colleges (2003b).
                        Actual number of indented spaces will be fixed at publication.
                                                                                                      The Impact of Computer Technology on Student Access and
                                                                                                      Success in the California Community Colleges. Sacramento:
                                                                                                      Author.
                                                                                                 Heur, R.J., Jr. (1999). Keeping an open mind. In Psychology of
                                                                                                      intelligence analysis (chap.6). Retrieved July 7, 2001, from
                                                                                                      http://www.cia.gov/csi/books/19104/art9.html
Works Consulted         Bibliographic entries here include only those used for
(may or may not be      background and of use to others but not cited or used in the
present)                body of the text




                                                                                 49                                           Executive Committee Policies
                    Alphabetical order
Glossary (use is optional)
Appendices (use is  Labeled A-Z, AA-ZZ; must be referenced specifically in the
optional)           text body and provide citation information on that Appendix
                    page
Miscellaneous Stylistic Features
Using Quotations                                                                                 In quoting longer passages of four or more typed lines, be certain
   Contextualizing                                                                              to introduce or contextualize the forthcoming passage, then
                                                                                                 provide a marking indentation, as appears in A Survey of Effective
                                                                                                 Practices in Basic Skills (ASCCC, 2003):

                                                                                                         We began to acknowledge that we were now thinking from
                                                                                                         the merged view of the interconnections of teaching the
   Block Quotation          Block quotations, dropped down and indented as the model                    reading/writing process. We had transformed our
                             indicates, do not have quotation marks before or after the                  perspectives and our beliefs to the integrated model. (p. 6)
                             text. The spacing indicates to the reader what occurs.
                                                                                                 Don't worry about additional stylistic features such as spacing or
                                                                                                 italicizing your quotations; those elements will be considered by
                             Single quotation will be contextualized and distinguished by        the Publications Specialist. As Hacker (2004) would argue, the
   Single Quotations        quotation marks but will reflect the grammatical context of         main purpose of using a quotation is to clarify whose views are
                             the sentence. .                                                     being shared, and "which ideas are so remarkable as to require a
                                                                                                 signal that the ideas are not your own" (p. 328).
Gender-Neutral                                                                                   By using plural nouns (they, all, many), writers help readers avoid
Language, Plurals                                                                                confusing he/she pronoun shifts, or verb agreement problems.
                                                                                                 Whatever pronoun is selected, authors will seek consistency
                                                                                                 throughout the text to avoid gender-loaded language.
Spell-check and proof        Need more be said?
document prior to any
circulation
Numbers                      Use words for numbers ten and less than ten, numerals for           Only four students in that particular major eventually transferred
    10 and less             numbers 11and greater. Do not begin a sentence with a               to that university, although 1,037 students indicated their intent to
    < 10                    numeral--spell out or reorder the wording.                          do so when they first registered. Five hundred students later
                                                                                                 declared a similar major at other universities.
Abbreviations                Use the full term completely at its first appearance in the text;   The Academic Senate for California Community Colleges
                             then use the acronym only throughout the remainder of the           (ASCCC) has taken no official position on this specific proposal.
                             text.                                                               However, four ASCCC papers offer relevant recommendations:
                                                                                                 first . . .




Executive Committee Policies                                                      50
Presidential Communications

Updates
The President shall be responsible for generating monthly Update reports to the field. These
communications will provide reminders of deadlines, information about statewide events of
current interest (including budget formation, legislation, system alerts, and Academic Senate
activities). These Updates will be disseminated electronically and by mail to each local senate
president, to Executive Committee members, and to other interested parties.

Legislative Alerts
Working in concert with the Legislative and Governmental Relations Committee and its Chair,
the President will publish periodic alerts to the field regarding pending legislation and
governmental hearings that call for intervention and education by faculty and local senates.
These notices will be sent electronically and posted on the Academic Senate website.

Strategic Plan
The President will present to the Executive Committee a strategic plan for the year. This plan
may build upon existing standing committee goals, may place emphases or priority upon certain
activities, or may delegate new responsibilities to respond to critical needs. The effectiveness of
committees and their contributions to the Strategic Plan will be assessed in the President's year-
end report.

Editorial Guidelines for the Rostrum
    The Rostrum is the official voice of the Academic Senate and reflects the Academic
       Senate’s position on Statewide and local issues. The Executive Committee will submit
       the majority of contributions for each edition and these articles will reflect statewide
       activities and issues. The Rostrum may reflect the ideas and opinions of a diverse
       statewide faculty with submission from the field.
    Articles are on topics that concern the academic and professional life of California
       community college faculty.
    Articles are short and clearly written, usually of no more than 1500 words.
    All articles must be of general interest to community college faculty.
    The Publications Committee Chair or the Executive Director, in consultation with the
       President, may edit or rewrite articles for accuracy, tone, consistency, or length.
       Significant changes will be cleared with the author before publication.
    Letters to the Publications Committee and unsolicited articles by faculty members are
       invited.
    Manuscripts will be evaluated for appropriateness and interest.
    Deadline dates will be published and included on the Academic Senate website
    There will be four (4) Rostrums produced and distributed each year, two of which will be
       devoted to reporting on fall and spring plenary sessions.
    Each issue of the Rostrum will be entered on the Internet.




                                                51                 Executive Committee Policies
Editorial Guidelines for the Forum
    The Forum is a magazine showcasing a variety of the best work of California community
       college faculty.
    Contributions can include, but are not limited to: essays, fiction, poetry, fine art, musical
       compositions, plays, architectural design, photography, and book reviews.
    The Editor may edit or rewrite submissions for accuracy, tone, consistency, or length
       with the approval of the Publications Committee. Significant changes will be cleared
       with the author before publication.
    All submissions accepted for publication must be of general interest to community
       college faculty.
    All submissions from currently employed California community college faculty
       members, both full time and part time, will be considered.
    The Forum will be produced and distributed once each year, pending submissions.

Other Publications
The Rostrum and the Forum are the official Academic Senate publications. Recommendations
for the development of ―other‖ publications must be reviewed by the Publications Committee.
Consideration will be based on the following criteria:
     Publication budgetary constraints
     Requests from California community college faculty
     Duplication of existing Academic Senate publication format and information
     Timeline considerations
     Production logistics

Recommendations for the establishment of procedures and guidelines will be submitted by the
initiator. Upon the committee’s recommendation, the proposal will be forwarded to the
President for consideration as an official Academic Senate publication.

Public Information Officer
The President will serve as the Public Information Officer for the Academic Senate. As such, the
President, in coordination with the Executive Director, will provide the faculty with timely and
accurate information pertaining to current events. This is accomplished through various venues
including the Senate Rostrum, Senate website, correspondence, President Updates, and other
avenues as necessary.

In those instances where the faculty members need to be alerted about key issues such as
legislative activity or Board of Governors actions, the President, working with the Executive
Director, will develop Alerts or press release e-mail as appropriate. The President may ask other
Executive Committee members to develop such materials as necessary.

The President and Executive Director will seek opportunities, as appropriate, to alert the media
when significant policy decisions such as the Graduation Requirements for Math and English are
under discussion.




Executive Committee Policies                    52
Academic Senate Listservs
The Senate Office maintains seven Academic Senate listservs: senate presidents, curriculum
committee chairs, SLO coordinators, Area A, Area B, Area C, and Area D. All the lists are
moderated by the Executive Director and only staff can post to the senate presidents, curriculum
committee chairs and SLO coordinator listservs. Area representatives can post to his/her area
listserv only. All Executive Committee members are on the senate president lists, as well as the
listserv for his/her area. The Senate’s Curriculum Committee members are on the curriculum
committee chair list and the Accreditation Ad Hoc Committee members are on the SLO listserv.
 Executive Committee members can request to be included on any Senate listserv.

The internal listservs are primarily designed to serve
 the communication needs of Academic Senate Committees and Task Forces
 the surveying functions essential to our work
 the delivery of regular updates from president or office staff

Procedure for using the Area Representative Listserv
Area representatives will develop a message and email to his/her area listserv
(Areaa@listserv.cccnext.net, Areab@listserv.cccnext.net, Areac@listserv.cccnext.net, or
Aread@listserv.cccnext.net). You will receive the following message from the CCC Technology
Center LISTSERV Server with the following message:

       For security reasons, the AREA list has been configured to request positive
       confirmation of messages posted to the list. You must now confirm that the enclosed
       message did originate from you. To do so, simply reply to the present message and type
       "OK" (without the quotes) in the text of your message, or click on the link below. If this
       does not work, or if the message did NOT originate from you, contact the list owner for
       assistance.

       To APPROVE the message: [CLICK ON THE LINK].

Once you confirm that the message did originate from you, you will receive the message. If you
don’t receive a message, your message was probably not successful. Check with the Executive
Director to see if she received an email. If not, then resend.

External use of the Academic Senate Listservs
At times other organizations request that information be sent via listserv. When ASCCC
receives requests for use of one or more of these listservs by groups outside our organization, the
following procedure will be used to determine an appropriate response to these requests.

1. The President or designee will review the request to determine first
   a. who or what group is making the request;
   b. whether the purposes for the request are consistent with the ASCCC mission, its
      positions, pursuits, interests, and concerns;
   c. the time-frame of the request and needed response;



                                                53                 Executive Committee Policies
     d. whether or not Academic Senate for California Community Colleges has sufficient time
          and resources.
2.   If during step #1 above, the request is deemed incompatible with ASCCC objectives, the
     group requesting the use will be contacted and will be apprised of other available resources
     (e.g., the System Office listservs).
3.   If deemed compatible with ASCCC objectives during the preliminary review described in #1
     above, the request will next be forwarded to the committee chair(s) most closely aligned with
     the request (e.g., Legislation and Governmental Relations, Curriculum, Ed Policies) with a
     time-line by which the committee will determine
     a. whether the proposed survey or communication is duplicative of or contrary to other
          work currently being planned or undertaken by the committee; or
     b. whether the survey or communication is separate from or compatible with work
          currently being planned or undertaken by the committee.
4.    If a survey instrument has been received as part of the request, the Research Committee will
     also work with the assigned committee to ensure the clarity of the instrument.
5.   The reviewing committee(s) will forward recommendations to the ASCCC office prior to the
     next Executive Committee meeting so that any necessary action may be taken promptly by
     the Executive Committee or the Executive Director.
6.   If approval is not recommended, step #2 (above) will be pursued.
7.   The ASCCC office's current work load will determine the timeframes for distributing the
     information/surveys, etc.
8.   As part of granting permission for use of its listserv, the ASCCC may request that the
     external group share its raw data, findings, or results with the Executive Committee or other
     committees.




Executive Committee Policies                    54
    Procedure for Responding to External Requests for Using ASCCC Listservs

   ASCCC receives request from
  non-AS group to use listserv(s)
   to disseminate information or
              surveys



President/Executive Director review
request to clarify
   group making request
   purpose of request                               Yes
   compatibility of request to our
    ASCCC mission, positions, pursuits,
    and concerns;
   time and sufficient resources.

                                             If compatible--request
                                            sent to Exec Committee
                                               Chair(s) for further
               No                                   review and
                                                 recommendation



        If NOT compatible--
    Group contacted and apprised
         of other resources
                                            Committee(s) review request
                                                    to determine
                                             if contrary to or duplicative
      If not recommended                      of committee assignments
        for ASCCC action,                    if compatible with
      group contacted and                     committee charge or
        apprised of other                     assignments
            resources




                    If survey is                                Committee sends
                    submitted,                                recommendations to
                     Research                                ASCCC office/President
                 Committee Chair                             for any needed activity
                 also evaluate the
                    instrument

                                           Following any possible Exec Committee action,
                                            the Executive Director will ensure that the e-
                                              mail or survey is scheduled in the ASCCC
                                                               workload




                                           Requesting group shares raw data, findings,
                                             results with ASCCC, if required to do so


                                          55                  Executive Committee Policies
                      RELATIONSHIPS WITH OTHER GROUPS

Duties And Responsibilities of Faculty Appointed Other Groups
Faculty members named by the Academic Senate to a committee, task force, coalition, or other
group not directly under the auspices of the Academic Senate should be careful to understand
their role, the role of the Academic Senate, and that of the group to which they were appointed.
The Academic Senate was established in 1969 by a vote of local academic senates to "promote
the best interests of higher education in the state and to represent the faculty in all California
community colleges at the State level." The process for policy development used by the
Academic Senate culminates in the adoption of resolutions at the biannual plenary sessions that
then guide the Executive Committee and Academic Senate appointees as they represent the
Academic Senate before various bodies. Appointees should inform themselves of the relevant
resolutions adopted by the plenary body in order to honor the process. Assistance in this matter
can be requested from the Academic Senate Office staff and the Academic Senate Website
(www.asccc.org).

Task Forces and Advisory Committees
Task Forces and Advisory Committees to which the Academic Senate names members are under
the jurisdiction of the body forming the group, such as California Postsecondary Education
Commission or the System Office. Academic Senate nominees appointed to such groups must
keep the Academic Senate informed of committee actions by reporting promptly to the President
and the Academic Senate office.

Appointees must represent the Academic Senate's adopted perspectives and must inform
committees of the need to seek additional Academic Senate direction should committees or task
forces pursue positions at odds with adopted resolutions. Ideally, final committee positions
should reflect those of the Academic Senate, but, for a variety of reasons, that may not be the
case. When committee positions do not coincide with those of the Academic Senate, faculty
members should inform the President and take care that the committee does not represent its
position as being that of the Academic Senate.

Persons named by the Academic Senate should understand that they represent the Academic
Senate positions and should agree to the following:
    Attend all meetings of the group and notify the Academic Senate President if unable to
       attend so that an alternate might be named;
    Send a written report to the Academic Senate President within ten days of the meeting
       and contact the President at once if the meeting raises issues of immediate concern;
    Seek guidance from, and discuss issues with, the President, as necessary;
    Inform themselves of Academic Senate positions, resolutions, and papers on topics
       related to the charge of the group;
    Make clear that they speak on behalf of the Academic Senate’s positions and interests,
       not as an individual faculty members or representatives of their college or other
       professional groups; and




Executive Committee Policies                    56
      Notify the President if their status change from faculty to administrator, or if they retire,
       or are henceforth unable to attend meetings, so that a new appointment may be made.

Coalitions in Which the Academic Senate Participates
Coalitions in which the Academic Senate participates and to which the Academic Senate sends
representatives should have clear operating procedures. Often the decision of a coalition must
represent the unanimous agreement of the member organizations. In any case, no Academic
Senate representative should take a position that is not officially adopted at the plenary session,
or, failing that, endorsed by the Executive Committee. A representative may therefore need to
request direction from the Executive Committee before voting on a particular position. Like a
faculty member on a task force or advisory committee, a representative appointed to a coalition
should be careful that the coalition's view is not represented as being that of the Academic
Senate unless that is in fact the case.

Academic Senate representatives to task forces, advisory committees, and coalitions are
expected to submit reports to the Academic Senate President within ten days of meetings
and to notify the President personally in the event of urgent concerns or events.


NOTE: This section will be distributed to all Senate appointees.




                                                 57                 Executive Committee Policies
Non-Senate Conference Attendance
It is the policy of the Academic Senate to support travel by Executive Committee members to
non-Senate conferences when such conferences:

      Provide information of an essential nature for the Academic Senate to fulfill its
       decision-making functions;
      Are meetings of a major segmental organization to which the Academic Senate has been
       formally invited; and
      Provide an opportunity for the Academic Senate to present information or policies to
       others who may have a significant role in the implementation of such policies.

The Academic Senate does not support travel of its members to conferences primarily of
personal or professional interest or in instances where the invitation was issued to an individual
rather than to the Academic Senate.

Procedures
The President shall appoint all attendees to conferences in California. All out-of-state conference
attendance shall require Executive Committee approval.

Attendance at regular conferences of segmental organizations, at times, may benefit the work of
the Senate committees or liaisons to other groups. Executive Committee members should
forward requests to attend such conference to the President and Executive Director with a
rationale about how attendance would inform their work. Liaisons are asked to work with
groups to have registration fee waived or reduced, particularly if they are required to make a
presentation. Conferences generally attended are as follows:

For regular conferences of segmental organizations, these appointees generally attend:
            Community College League of California (CCLC): Academic Senate Officers or
               designees
            California Community College Association for Occupational Education
               (CCCAOE)
            Faculty Association of California Community Colleges (FACCC): Academic
               Senate Officers or designees
            Chief Instructional Officer (CIO) Up to two representatives
            Chief Executive Officer (CEO): Up to two representatives
            California Community College Trustees (CCCT):Up to two representatives
            Community College League of California (CCLC) Legislative Conference: One
               representative
            American Association of Community and Junior Colleges (AACJC): One
               representative
            Community College Association (CCA)/Community Teachers Association
               (CTA): Up to two representatives
            Community College Council (CCC)/California Federation of Teachers (CFT): Up
               to two representatives
            Intersegmental Coordinating Council (ICC): Up to six representatives


Executive Committee Policies                    58
Conference attendance approval is based on availability of funds and is at the discretion of the
President.

Grants
Any grant proposal sponsored or co-sponsored by the Academic Senate will be considered under
the authority or co-authority of the Academic Senate, and policy decisions related to such grants
must be endorsed by the Executive Committee. The selection of the project director will be made
by the President. The project director who develops the grant proposal will not necessarily be the
person who actually coordinates the project if it is funded.

Grant proposals in draft form should be presented to the Executive Committee for its
consideration and approval, and the actual grant application should carry the written
endorsement of the Academic Senate President.

Mid-year and final reports should be sent to the Academic Senate President for review and
signature before being submitted to the System Office.

Normally, grants will be overseen by the President and/or Project Director. The President and/or
Project Director is responsible for choosing the coordinator of the grant, for ensuring the
fulfillment of the grant's objectives, and for keeping the Executive Committee informed about
the progress of the grant. If a committee is formed to coordinate the work, the Project
Coordinator is responsible for keeping the President informed on the progress of the grant and
the work of the committee. The committee, however, does not serve as an autonomous body
and is in all matters directly responsible to the Academic Senate.

The Project Director or writer of each grant proposal should communicate the above policy to
the district designated as fiscal agent by means of a memo of understanding.

The Executive Director, with direction from the Project Director and fiscal oversight by the
System Office Project Monitor, will provide overall grant management including supervision of
project staff, disbursement of funds, and drafting of grant reports including budget reports.

Academic Senate Legislative Policy
The chair of the Legislative and Governmental Relations Committee and the President or a
designee from the Executive Committee will be responsible for the Academic Senate's legislative
activity. The Academic Senate President will seek to be conversant with important legislation
affecting the community colleges. The President or designee will present the Academic Senate
point of view to the legislature whenever necessary. Persons presenting information or positions
to the Legislature will attempt to consult with Faculty Association of California Community
Colleges (FACCC) for advice and background information prior to any presentation.

The Chair of the Legislative and Governmental Relations Committee and President or designee
will provide the Executive Committee with periodic legislative updates that include the
legislative reports of the System Office as well as reports from other community college
organizations.


                                                59                 Executive Committee Policies
The FACCC Liaison will be asked to provide information regarding legislation affecting
community college academic and professional matters (including budget items). The update will
include a summary of each bill, where it is in the legislative process, and what chance of passage
the bill has. FACCC will highlight those bills that require Academic Senate attention and which
are within the Academic Senate scope of activity. FACCC will also notify the Academic Senate
President as to hearings and other meetings that the President or a designee should attend in
order to present the Academic Senate viewpoint. (See ―Academic Senate/FACCC Relationship,‖
p. 45.)

A FACCC representative will be available at the time of discussion for input and advice. Each
bill of interest, as it is introduced in legislation, will be referred to an appropriate Academic
Senate committee or individual Executive Committee member for written analysis, summary,
and suggestions as to a formal Academic Senate position or concern. The responsible committee
or person will provide the written analysis, summary, and suggestions to the Academic Senate
President. The President will take the written analysis, summary, and suggestions to the
Executive Committee with recommendations for Academic Senate action. The Academic Senate
will share legislative positions or concerns with other appropriate faculty organizations.

Liaisons to the Executive Committee
The following organizations provide designated liaisons to participate in the Executive
Committee meetings: AAUP, CCA/CTA, CCC/CFT, CCCI, CPFA, FACCC, Student Senate,
and the System Office. Below are specific details describing the relationships.

Relations with System Office
The Academic Senate President should be informed in advance of all scheduled meetings with
System Office staff and should be kept fully informed of the results of all meetings between
Executive Committee members and System Office staff, preferably by written memo or report.

Executive Committee members may consult with System Office staff to discuss Academic
Senate issues, particularly in the area of the member's assignment. However, Executive
Committee members should not attempt to speak for the Academic Senate except to reflect
positions clearly established through Academic Senate resolutions, and members should in no
instance commit the Academic Senate to a particular action or position without the prior
endorsement of the Executive Committee or the Academic Senate President.




Executive Committee Policies                   60
                                                                    Executive Committee Policies

                          Academic Senate/FACCC Relationship
          Approved by Academic Senate Executive Committee on September 7, 2007
                                          and
                     FACCC Board of Governors on October 18, 2007

The Academic Senate for California Community Colleges (Academic Senate) is empowered
through legislation to represent all California community college faculty members on academic
and professional matters. The Faculty Association of California Community Colleges (FACCC)
is a statewide professional membership association that advocates for all community college
faculty on a wide variety of issues. At times, it is necessary for both groups to work together to
represent the faculty on a number of legislative issues. Thus, it is important for the Academic
Senate and FACCC to maintain close communication to address common policies surrounding
legislation about academic and professional issues.

In order that the relationship between the Academic Senate and FACCC continues to serve
faculty to the greatest benefit, it is the policy of both organizations that:

1. The Presidents of the Academic Senate and FACCC, in consultation with their
   respective governing boards, shall each year appoint one liaison to the other's
   governing board.

2. The Presidents and Executive Directors of the Academic Senate and FACCC, in
   consultation with their respective governing boards, shall meet each year to discuss
   strategies for the legislative year.

3. FACCC will provide legislative information to the Academic Senate including but
   not limited to:

   A.    Providing the President and/or designee copies of all bills, amendments, budget items,
         staff analysis of bills, and other pertinent state government reports affecting the
         community colleges or of special interest to the Academic Senate.

   B.    Attending, on an occasional basis, important meetings of legislative committees or
         other meetings as requested by the Executive Committee or the Legislative and
         Governmental Relations Committee.

   C.    Assisting the Academic Senate in coordinating ICAS Legislative Days as requested.

   D.    Giving reports at meetings of the Academic Senate meetings and at the fall and spring
         sessions.




                                                61                Executive Committee Policies
Executive Committee Policies
4.   The Academic Senate agrees to work with FACCC to provide:

       A. Background and research on academic and professional matters as feasible.

       B. Faculty experts to work with lobbying staff to provide testimonies to the
          Legislature.

       C. Faculty experts to make presentations at FACCC Conferences as requested.

       D. Articles for the FACCC newsletter as requested.

5.   The Academic Senate and FACCC shall annually hold one joint meeting of the Legislative
      Committees of each organization.

6.   The Academic Senate and the FACCC shall provide local academic senates and FACCC
      members with legislative updates and coordinated advocacy strategies.


Memorandum of Understanding Relationship Between The Academic Senate for
California Community Colleges and The Community College Association
The reform legislation which established the California community colleges as a system allows a
tremendous opportunity for the accomplishment of more and better teaching and learning
through increased rigor in curriculum, instruction, services, and governance. The Academic
Senate for California Community Colleges is empowered through legislation to represent the
faculty on academic and professional matters. The Community College Association provides
training and is recognized as a primary legislative representative for faculty.

In responding to the needs of the faculty, the Academic Senate for California Community
Colleges and the Community College Association must maintain communication between the
two organizations in order to address common policies surrounding legislation regarding
academic and professional issues. In order that the relationship between the Academic Senate
for California Community Colleges and the Community College Association continues to serve
each organization to the greatest mutual benefit, it is the policy of both organizations that:

1.   The Academic Senate for California Community Colleges Executive Officers and the
     Community College Association Executive Officers meet jointly once each year; and

2.   The Academic Senate for California Community Colleges and the Community College
     Association jointly sponsor professional workshops; and

3.   The Presidents of the Academic Senate for California Community Colleges and the
     Community College Association, in consultation with their respective governing boards,
     shall each year appoint one liaison to the other's governing board.




Executive Committee Policies                  62
                                                                     Executive Committee Policies
4.   The Community College Association Executive Board maintains legislative services to the
     Academic Senate for California Community Colleges including, but not limited to:

         a.   Providing the President and/or designee copies of all bills, amendments, budget
              items, staff analysis of bills, and other pertinent state government reports affecting
              the community colleges or of special interest to the Academic Senate for California
              Community Colleges.

         b.   Attending important meetings of legislative committees or other meetings as directed
              by the Executive Committee.

         c.   Giving reports at meetings of the Academic Senate for California Community Colleges
              and at the fall and spring plenary sessions of the Academic Senate for California
              Community Colleges.

5.   The Academic Senate for California Community Colleges provides services to enhance the
     relationship including, but not limited to:

         a.   Providing session resolutions and Executive Committee recommendations to the
              Community College Association.

         b.   Attending important meetings of legislative committees or other meetings as directed
              by the Executive Board.

         c.   Giving reports at meetings of the Community College Association and at the fall and
              Spring Councils of the Community College Association.

6. The Academic Senate for California Community Colleges and the Community College
   Association shall provide local academic senates and California College Association members
   with updates and coordinated advocacy strategies.


Memorandum Of Understanding Relationship Between The Academic Senate for California
Community Colleges and The Community College Council of the California Federation of
Teachers
The reform legislation which established the California community colleges as a system allows a
tremendous opportunity for the accomplishment of more and better teaching and learning
through Increased rigor in curriculum, instruction, services, and governance. The Academic
Senate for California Community Colleges is empowered through legislation to represent the
faculty on academic and professional matters. The Community College Council provides
training and is recognized as a primary legislative representative for faculty.

In responding to the needs of the faculty, the Academic Senate for California Community
Colleges and the Community College Council must maintain communication between the two
organizations in order to address common policies surrounding legislation regarding academic



                                                 63                 Executive Committee Policies
Executive Committee Policies
and professional issues. In order that the relationship between the Academic Senate for
California Community Colleges and the Community College Association continues to serve each
organization to the greatest mutual benefit, it is the policy of both organizations that:

   1. The Academic Senate for California Community Colleges Executive Officers and the
      Community College Council Executive Board meet jointly once each year; and
   2. The Academic Senate for California Community Colleges and the Community College
      Council jointly sponsor professional workshops; and
   3. The Presidents of the Academic Senate for California Community Colleges and the
      Community College Association, in consultation with their respective governing boards,
      shall each year appoint one liaison to the other's governing board.
   4. The Community College Council maintains legislative services to the Academic Senate
      for California Community Colleges including, but not limited to:

          a. Providing the President and/or designee copies of all bills, amendments, budget
             items, staff analysis of bills, and other pertinent state government reports affecting
             the community colleges or of special interest to the Academic Senate for
             California Community Colleges.
          b. Attending important meetings of legislative committees or other meetings as
             directed by the Executive Committee.
          c. Giving reports at meetings of the Academic Senate for California Community
             Colleges and at the fall and spring plenary sessions of the Academic Senate for
             California Community Colleges.

   5. The Academic Senate for California Community Colleges provides services to enhance
      the relationship including, but not limited to:
          a. Providing session resolutions and Executive Committee recommendations to the
              Community College Council.
          b. Attending important meetings of legislative committees or other meetings as
              directed by the Executive Board.
          c. Giving reports at meetings of the Community College Council and at the fall and
              Spring Councils of the Community College Council. The Academic Senate for
              California Community Colleges and the Community College Council shall
              provide local academic senates and Community College Council members with
              updates and coordinated advocacy strategies.




Executive Committee Policies                   64
                                                                    Executive Committee Policies
                                 AAUP Relationship
Agreement on an Organizational Relationship Between the Academic Senate for California
Community Colleges (“ASCCC”) and the American Association of University Professors
                                      (“AAUP”)

Purpose
 The AAUP and the ASCCC agree to continue their organizational partnership as a means of
   enabling the AAUP to contribute in a systematic fashion to the ASCCC’s ongoing mission of
   strengthening faculty governance in California community colleges. It is the parties’ shared
   belief that promoting adherence to AAUP principles and policies inures to the benefit of two-
   year faculty and institutions in California.

Organizational Contacts and Communication
• The AAUP shall designate a liaison to the ASCCC, and the ASCCC shall designate a liaison
   to the AAUP. Liaisons will be invited to all relevant meetings of each organization.

•   The AAUP shall invite interested officers of the ASCCC, as well as governance leaders from
    individual campuses, to attend workshops conducted by the AAUP that address governance
    and related concerns, and issues specifically relating to community colleges. The ASCCC
    will assist the AAUP in publicizing such workshops.

Programs and Services
• AAUP staff and leaders will be available on a regular basis (anticipated as two events per
   year) as speakers, or as workshop or panel participants, at meetings such as the ASCCC
   spring and fall plenaries, the Leadership Institute, and other statewide meetings of a similar
   nature. Topics that may be addressed will consist of all areas of AAUP’s programmatic
   work, including the following:
        -- governance practices
        -- academic freedom and tenure
        -- part-time and non-tenure track appointments
        -- status of women and faculty of color
        -- economic status of the profession
        -- distance education and intellectual property
        -- legal developments
        -- government relations

•   If requested, and if logistically feasible, the AAUP will make speakers available to conduct
    additional educational forums on governance and related matters on individual campuses.

•    AAUP staff / leaders shall be available on an occasional basis to furnish guidance to the
     ASCCC regarding governance and other matters as noted above on individual campuses.
 The AAUP shall advise the ASCCC and invite its governance leaders to participate in AAUP
     activities not specifically tailored for the ASCCC, including the following:
           -- national conferences on governance and other topics
-- training opportunities, including: the annual Summer Institute; national leadership trainings
dealing with academic freedom and governance matters; and regional trainings




                                                65                 Executive Committee Policies
Executive Committee Policies
Agreement on an Organizational Relationship Between the Academic Senate for California
 Community Colleges (“ASCCC”) and the American Association of University Professors
                                      (“AAUP”)
                                    -- page two --

   When the involvement of AAUP in a Technical Assistance Visit is called for by the ASCCC,
    the AAUP shall make available knowledgeable individuals to: conduct a campus visit with
    necessary consultations; issue a written report incorporating recommendations for the parties
    on the campus; and conduct necessary followup. (It is the expectation of the AAUP and the
    ASCCC that such Technical Assistance Visits will be conducted on an infrequent basis,
    approximately one every two years. But it is understood that within the constraints of the
    availability of knowledgeable individuals, the AAUP may provide this service on a more
    frequent basis.)

   The AAUP shall send to the ASCCC Office 16 copies of each new issue of Academe.

   The ASCCC shall provide the AAUP with 7 copies of each new issue of Rostrum. Five
    copies shall be sent to the AAUP’s national office and two shall be sent to the California
    office. Additionally, the ASCCC shall provide to the AAUP’s California office one copy of
    each Executive Committee agenda packet.

Financial Arrangements
• For the services set forth above, the ASCCC shall make annual payments to the AAUP of
   $10,000. At the option of the ASCCC, the payments may be made on a quarterly basis.

•   The ASCCC shall reimburse the AAUP for actual reasonable expenses incurred
    (transportation, lodging, food) for on-site Technical Assistance Visits.

Duration
    This agreement’s effective date is January 1, 2006. It is the intention of the parties to
   maintain a productive organizational relationship of indefinite duration, though the specific
   terms of that relationship may be changed by mutual agreement of the parties. Either party
   may terminate this agreement only upon providing one year written notice to the other. In
   the event that this relationship is terminated, the parties shall make no continuing claims on
   each other, neither will be held responsible for the claims of the other, and neither will be
   held responsible for the debts or obligations of the other.

Relationship with the California Part-time Association (CPFA)
In an effort to ensure participation of part-time faculty on the Executive Committee, a liaison
representative will be appointed by CPFA. This representative must be employed as a faculty
member in a California community college, in a part-time capacity only, and a current member
of CPFA.

The Executive Committee will provide financial support for the participation of the CPFA
liaison at Executive Committee meetings, orientation(s), and plenary sessions




Executive Committee Policies                    66
                                                                   Executive Committee Policies
Appointment to the Board of Governors of the California Community Colleges
Based on Education Code §71000, the Academic Senate is responsible for nominating each year
the faculty members to the Board of Governors. Below is the process for selecting nominations
for the position.

Candidate Criteria
 Required:
      o Tenure as a faculty member.
      o Leadership experience in an academic environment.
      o Demonstrated understanding of California community college issues at a state level.
 Desirable:
      o Academic senate leadership at local level such as senate officer, Executive
          Committee member, or committee chair.
      o Experience at statewide level such as Academic Senate committees, System Office
          advisory committee, or other statewide faculty organization.


Recruitment Process
Each year the President of the Academic Senate or his/her designee shall initiate and oversee the
recruitment and selection process to ensure timely submission of nominees to the Governor's
Office. The Executive Committee, Standards and Practices Committee and Local Senates
Committee will recruit candidates for the Board of Governors.

Nominations may be made by a local senate or a member of the Executive Committee of the
Academic Senate. The candidate is strongly encouraged to include a letter of endorsement from
the nominee’s local academic senate.

Any faculty member who has been previously considered and would like to be reconsidered may
do so by submitting a letter stating that request and an updated resume to the Academic Senate
Office.

The Standards and Practices Committee, in consultation with the President, shall screen the
applications of all nominees and shall forward names of at least three candidates to the Executive
Committee for interview and final selection at the Executive Committee meeting in October.

The President of the Academic Senate shall select a workgroup of Executive Committee
members to develop questions that the Executive Committee will use in the interviews of
candidates whose names have been forwarded by the Standards and Practices Committee. The
questions will be developed from questions suggested by Executive Committee members. To
preserve the confidentiality of the process and to ensure fairness to nominees, any review of
interview questions by the Executive Committee shall be conducted in closed session.

Interviews by the Executive Committee shall occur in closed session prior to its regular October
meeting. Each Candidate who is interviewed must be asked the same questions as the other
candidates; however, follow-up questions are allowed. The Executive Committee, by majority



                                               67                 Executive Committee Policies
Executive Committee Policies
vote, will select at least three nominees to recommend to the Governor.

It must be understood that in order to avoid a conflict of interests, a candidate who holds a
position on the board of a statewide faculty organization will probably be required to resign from
that position upon appointment to the Board of Governors. If a sitting member of the Academic
Senate Executive Committee is appointed to the Board of Governors, he/she is required to resign
from the Executive Committee.

Faculty whose names are not among those forwarded to the Governor's Office shall be notified
immediately after the final selection of nominees is forwarded to the Governor.

Revised April 15, 2003




Executive Committee Policies                   68
                                                                   Executive Committee Policies

APPENDIX A

           ACADEMIC SENATE FOR CALIFORNIA COMMUNITY COLLEGES
                         EXECUTIVE COMMITTEE

                                REQUEST FOR AGENDA ITEM


Requested by:

Subject:

Time required for discussion:       minutes

Type of Consideration:              Action Item
                                        First Reading Only
                                        First Reading/Suspension of the Rules/Action
                                        Second Reading/Action

                                    Discussion Item - No Actions

                                    Information Item Only

DESIRED OUTCOME:


Please describe what you would want the Executive Committee to do.


BACKGROUND:

Please provide background on the topic as appropriate.




                                              69
Executive Committee Policies

APPENDIX B

                                  ANNUAL REPORT
   [Insert committee name and the time period; e.g. Curriculum Committee, 2005-2006]

Charge: [Insert approved committee charge here]

Goal 1: The Academic Senate will increase and make more visible our service to local
senates

Outcomes: Increased visibility of the Academic Senate and local academic senate to all faculty
on the 109 California Community Colleges

Objective                                   Resolutions     Status of Work
1.1 Examine and improve services to
    member senates
    Under each heading, put a summary       For             Begin with one of these status
    of the objective; in most situations,   objectives      indicators; then briefly describe the
    this is a summary of the resolves of    driven by a     committee’s work on the objective
    the resolution driving the objective;   resolution,     over the last year; conclude with
    if your committee has no objective      provide the     suggestions related to the objective
    under the heading, leave blank but      resolution      for next year’s committee.
    retain the heading.                     number; if           Completed [the objective
                                            the                     was met and should be
                                            objective is            removed from next year’s
                                            driven by an            strategic plan]
                                            Executive            On-going [the objective was
                                            Committee               met or partially completed,
                                            action, state           but/and it should remain in
                                            ―Exec                   the committee’s strategic
                                            Action‖ and             plan for next year]
                                            the                  Not addressed [the objective
                                            month/year              was not addressed during the
                                            the action              year and should remain in the
                                            was taken               committee’s strategic plan
                                                                    for next year]
                                                                 Not feasible [the objective
                                                                    was found not feasible by the
                                                                    committee; if approved by
                                                                    Exec, the objective should be
                                                                    removed from next year’s
                                                                    strategic plan]




                                              70
                                                               Executive Committee Policies


1.2 Increase personal contacts with
    each campus

1.3 Reach out to new faculty and new
    faculty leaders

1.4 Affirm the importance of strong
    local senates

Goal 2: Strengthen our Leadership in Academic and Professional Matters on behalf of the
Faculty of California’s Community Colleges

Outcomes: Increased external recognition

Objective                                  Resolutions   Status of Work
2.1 Serve faculty who serve students

2.2 Generate resources for local
    faculty

2.3   Confirm our focus on students in
      our decision-making

2.4   Build relationships with other
      groups

Goal 3: The Academic Senate will provide leadership and professional development
opportunities to faculty and other constituent groups

Outcomes: Increased number of informed faculty

Objective                                  Resolutions   Status of Work
3.1         Enhance professional
            development opportunities

3.2         Increase professional
            development funding




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Executive Committee Policies

 The following goal is for the Budget Committee only:
Goal 4: The Academic Senate will maintain effective and efficient processes and procedures
necessary for carrying out its policies and responsibilities

Outcomes: Increased internal efficiency

Objectives:
4.1     Provide fair, accurate, and reliable financial          Status of Work
        information to interested individuals and
        organizations

4.2     Provide efficient use of all available economic
        resources

4.3     Provide fair oversight of awards that recognize
        faculty

4.4     Maintain historical information on Senate activities




                                              72
                                                                   Executive Committee Policies


APPENDIX C

                    STRATEGIC PLAN IMPLEMENATION PLAN
   [Insert committee name and the time period; e.g. Curriculum Committee, 2005-2006]

Charge: [Insert approved committee charge here]
Membership: [Insert names of members, including discipline and college; non-faculty
should include affiliation (CIO, Student, etc); the chair’s name should come first]
Meetings: [As soon as established, provide a schedule of in-person and CCCConfer
meetings, with locations and times]

Goal 1: The Academic Senate will increase and make more visible our service to local
senates

Outcomes: Increased visibility of the Academic Senate and local academic senate to all faculty
on the 109 California Community Colleges

Objective                                   Resolutions     Priority
1.1 Examine and improve services to
    member senates
    Under each heading, put a summary       For             Begin with a priority indicator,
    of the objective; in most situations,   objectives      showing the relative importance of
    this is a summary of the resolves of    driven by a     the objective to the committee’s
    the resolution driving the objective;   resolution,     proposed work for the year; follow
    if your committee has no objective      provide the     the indicator with a brief description
    under the heading, leave blank but      resolution      of how the committee will address
    retain the heading.                     number; if      the objective, including a completion
                                            the             date if available
                                            objective is         High [the committee is
                                            driven by an             definitely going to begin
                                            Executive                and/or complete work on this
                                            Committee                objective this year]
                                            action, state        Medium [the committee
                                            ―Exec                    plans to begin and/or
                                            Action‖ and              complete work on this
                                            the                      objective]
                                            month/year           Low [it is doubtful that the
                                            the action               committee will address this
                                            was taken                goal during the year]
1.2 Increase personal contacts with
    each campus

1.3 Reach out to new faculty and new


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      faculty leaders

1.4 Affirm the importance of strong
    local senates

Goal 2: Strengthen our Leadership in Academic and Professional Matters on behalf of the
Faculty of California’s Community Colleges

Outcomes: Increased external recognition

Objective                                  Resolutions    Priority
2.1 Serve faculty who serve students

2.2 Generate resources for local
    faculty

2.3   Confirm our focus on students in
      our decision-making

2.4   Build relationships with other
      groups

Goal 3: The Academic Senate will provide leadership and professional development
opportunities to faculty and other constituent groups

Outcomes: Increased number of informed faculty

Objective                                  Resolutions    Priority
3.1          Enhance professional
             development opportunities

3.2          Increase professional
             development funding


The following goal is for the Budget Committee only:
Goal 4: The Academic Senate will maintain effective and efficient processes and procedures
necessary for carrying out its policies and responsibilities

Outcomes: Increased internal efficiency

Objectives:
4.1     Provide fair, accurate, and reliable financial          Status of Work
        information to interested individuals and
        organizations


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                                                             Executive Committee Policies

4.2   Provide efficient use of all available economic
      resources

4.3   Provide fair oversight of awards that recognize
      faculty

4.4   Maintain historical information on Senate activities




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APPENDIX D

                             ANNUAL REPORT
                  AD HOC COMMITTEES, TASK FORCES, LIAISONS

Committee Name

Submitted by ____________

Description
Describe the Function/Responsibilities of this group; its charge or task often appears in minutes,
in early documents, on their website, or in their publications

Senate Membership If multiple CCC faculty were appointed, provide names and community
   college affiliation (if applicable), and
   Your name            Discipline      College

Actions/Activities Indicate dates of meeting, actions taken, ASCCC resolutions arising in
   response, relevant discussions, etc.
1.

2.

3.




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                                                                   Executive Committee Policies

APPENDIX E


           ACADEMIC SENATE FOR CALIFORNIA COMMUNITY COLLEGES
                             AREA A, B, C or D
                             Pre-Session Meeting
                                   DATE
                                   College
                                    Time

                                           AGENDA

1. Welcome and introductions (and any housekeeping items.)

2. Nominations for note-taker (volunteers, please)

3. Decide on a college to host Spring Session (2005) area meeting (again, volunteers, please)

4. Report on important issues

5. Provide a short orientation about the plenary session, resolution writing, and voting processes

6. Review of pre-session resolutions

7. Development of Area resolutions

8. Announcements (Everyone is welcome to announce)

9. Adjournment




Additions to the above agenda are welcome.




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APPENDIX F


Nomination/Application
To Serve on a Senate/State Committee

Please type or print legibly

Name

College ________________________________________________________________

College Phone: _______________________ College Fax: ________________________

E -mail Address___________________________________________________________

Home Address ___________________________________________________________

City/State/Zip ___________________________________________________________

Home Phone ____________________________________ Home Fax ______________

Discipline _______________________________________________________________

Local Senate Experience ___________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________

Areas of Concern/Interest/Expertise
                                  _______________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________

What Senate Committee(s) Are You Interested In Serving?

 1. ____________________________________________________________________
 2. ____________________________________________________________________
 3. ____________________________________________________________________
 4._____________________________________________________________________
 5._____________________________________________________________________



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                                                                      Executive Committee Policies

Briefly Explain Your Qualifications ___________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
                                                      _________________________


The following information will help the academic senate fulfill its commitment to ethnic and gender
diversity as well as it’s commitment to part-time and non-credit faculty.

Check all of the following that apply:

o Full Time    o Part Time     o Noncredit

o Female       o Male

Self Identification of Ethnicity _____________________________________________


Disabled:
o Yes          o No

Vietnam-era Veteran:
o Yes        o No

       I give my permission for the information on this application to be made available to the
       System Office, CPEC, and other state, Federal, or independent agencies that may request it
       for appointment purposes.

I understand, as a condition of appointment, that a change in my faculty status (i.e. acceptance of an
administrative position) or my inability to attend meetings will necessitate a resignation, and I will
notify the Academic Senate President immediately, so that a replacement may be selected. I further
agree to keep the Academic Senate President informed by written reports of the activities of the
committee or other group to which I may be appointed.

Signature ______________________              Date _______________________________


Thank you for your willingness to serve. The Academic Senate pool of applicants may exceed
requests for appointments, but every effort is made to involve as many faculty as possible. Please
feel free to update your application at any time.

Mail Application to:
                               The Academic Senate for California Community Colleges
                               428 J Street, Suite 430, Sacramento, CA 95814
                               Phone: 916/445-4753 or Fax: 916/323-9867


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                        THE ACADEMIC SENATE FOR CALIFORNIA
                             COMMUNITY COLLEGES, INC.
                                    Constitution

Preamble
We, the faculty of the California Community Colleges, through local academic senates, do hereby
establish a statewide organization to represent the faculty in the California Community Colleges at the
state level.

Name
     The official name of this organization shall be the Academic Senate for California
                                  Community Colleges, Inc.

Purposes
It shall be the purpose of the Academic Senate to
     A. Represent the faculty of the California Community Colleges in the formation of statewide
          policies on academic and professional matters.
     B. Make recommendations on statewide matters affecting the California community colleges.
     C. Promote the implementation of policies on matters of statewide concern.
     D. Strengthen local academic senates or other equivalent faculty organizations in the California
          Community Colleges.
     E. Assume responsibilities as may be delegated by Members Senates or by the Board of Governors
          of California Community Colleges.
     F. Initiate policy positions relevant to California Community Colleges and their role in higher
          education.

Powers and Duties:
The power of the Academic Senate is derived from Title 5 and implemented through its resolution
process. This resolution process shall be the sole method by which policies of the Academic Senate are
adopted.


Restored: April 17, 2004




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                                                                    Executive Committee Policies

                      THE ACADEMIC SENATE FOR CALIFORNIA
                           COMMUNITY COLLEGES, INC.
                                   BYLAWS

                                          ARTICLE I
                                          Definitions
Section 1. Definitions
The following terms are to be understood in the restrictive and technical sense herein defined.
A. Faculty Member: Any employee of a community college district who is employed in an
    academic position that is not designated as supervisory or management.

B. Academic Senate: As defined in Title 5 ―An Academic Senate for California Community
   Colleges has been established through ratification by local academic senates or faculty councils
   so that the community college faculty of California may have a formal and effective procedure
   for participating in the formation of state policies on academic and professional matters‖ (Title
   5, Section 53206, California Code of Regulations).

C. Member Senate: A local academic senate or equivalent faculty organization certified by the
   Executive Committee of the Academic Senate for California Community Colleges.

D. Equivalent Faculty Organization: Any organization of faculty members which, where a local
   academic senate does not exist, has among its primary purposes those enumerated for an
   academic senate under Title 5 of the Administrative Code, and has been certified as a Member
   Senate by the Executive Committee of the Academic Senate for California Community
   Colleges.

E. Delegate: An individual who, (1) by reason of election as an officer or member of the Executive
   Committee or, (2) by selection by a Member Senate, enjoys full voting rights at both regular and
   special general sessions of the Academic Senate for California Community Colleges. Any
   individual claiming Delegate status must also be in compliance with the provisions of Article II,
   Section 2.

F. Executive Committee: The officers and representatives elected by Delegates.

G. Senator Emeritus: A title conferred by the Academic Senate for the purpose of recognizing the
   meritorious service of a faculty member upon or after retirement.

       i. Criteria

       Emeritus status may be conferred upon a current or former faculty member
       1. Who has completed at least five (5) years of significant service to the Academic
          Senate;
       2. Who is recognized for exceptional contributions supporting the aims and functions of
          the Academic Senate; and




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Executive Committee Policies


        3. Who has retired or submitted intent to retire within six months of the nominating
           resolution.

        ii. Selection
        1. Senator emeritus status is conferred by resolution.
             - Resolutions for emeritus status must come from area meetings

H. Plenary Session: The bi-annual three-day event at which the Academic Senate conducts its
   business.

I.   General Session: A single scheduled meeting held during the plenary session. There are five
     general sessions during the each plenary session.

                                              ARTICLE II
                                              Membership

Section 1. Membership
The academic senate of each of the California Community Colleges and the district academic
senate of multi-college districts, or their equivalents, are Member Senates.

Any academic senate recognized by its local governing board as representing its faculty in academic and
professional matters (as defined in Title 5 §53200) may apply for status as a Member Senate. The
Executive Committee will certify such academic senates as Member Senates upon verification of the
following:
     1. A majority of full-time faculty members of a college or recognized center have voted in
        favor of forming an academic senate (Title 5 §53202 (a)).
     2. The applying senate has a constitution and/or bylaws approved by the faculty it
        represents.
     3. The governing board of the college or recognized center recognizes that organization as
        representing its constituency in academic and professional matters.
     4. If a district academic senate is a Member Senate, that district senate recognizes the
        applying academic senate as representing the faculty of the college or recognized center it
        claims to represent.

Section 2. Delegates
Each Member Senate is entitled to designate any of its faculty members, in whatever manner it
wishes, to be its one Delegate, who shall have full voting rights at each plenary session. The
Delegate may transfer the responsibility for voting on resolutions, but not on elections, to a
faculty member from the same district. Executive Committee members do not have the same
right to transfer this responsibility. No Delegate shall be entitled to more than one vote, and a
vote cannot be cast by proxy. In the event of a challenge, the Executive Committee shall be the
sole judge of the credentials of a Delegate.

Section 3. Plenary Sessions
The Academic Senate for California Community Colleges shall meet in plenary session at least
two times during each academic year.


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                                                                    Executive Committee Policies


                                         ARTICLE III
                                           Officers

Section 1. List of Officers
The officers of the Academic Senate shall include the President, Vice President, Secretary, and
Treasurer. All officers shall be elected at a general session of the Academic Senate for
California Community Colleges for one-year terms. The term of all officers shall be July 1 to
June 30.

Section 2. Vacancy in Office
A vacancy in office shall be filled in accordance with the Senate Rules.

Section 3. President's Term
The President shall serve no more than two consecutive elected one-year terms.

                                        ARTICLE IV
                                     Executive Committee

Section 1. Membership
The Executive Committee shall consist of the officers and ten representatives. All Executive
Committee members must retain their faculty status to continue in office.

Section 2. Selection and Term
All candidates for election to the Executive Committee shall meet at least one of these criteria:
1) is a Delegate or a local senate president 2) has within the last three years immediately
preceding the election been a local senate president or an Executive Committee member or
officer or 3) has been nominated by a resolution of a Member Senate. The minutes of the
meeting at which that resolution was adopted must be submitted to the Elections Committee
chair with the nomination of the individual. All members of the Executive Committee, except the
officers, shall be elected by the plenary session on the basis of geographic representation as
prescribed in the Senate Rules and shall serve for two-year staggered terms. Terms of office shall
commence on July 1 and end on June 30.

Section 3. Voting
All members of the Executive Committee shall have full voting privileges in the Executive
Committee.

Section 4. Vacancy in Office
A vacancy in office shall be filled in accordance with the Senate Rules.

Section 5. Meeting
The Executive Committee shall meet no fewer than five times each academic year.

Section 6. Powers and Duties
The Executive Committee shall adopt procedures, implement policies adopted at the plenary


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Executive Committee Policies

sessions, transact business, and perform other functions that are not inconsistent with the intent,
purposes, and provisions of the Bylaws and Senate Rules.

                                        ARTICLE V
                                 Committees and Appointments

Section 1. Committees
Standing committees shall be specified in the Senate Rules. Subject to the approval of the
Executive Committee, the President shall create all other committees and make appointments to
all committees.

Section 2. Committee Chair
The Chair of each committee shall be selected for that position by the President with the
approval of the Executive Committee.

Section 3. Special Assignments
With the approval of the Executive Committee, the President may assign individuals special
tasks.

Section 4. Terms and Removal
The terms of all persons appointed to committees or special assignments shall be for one year or
any shorter period specified by the President. No person may serve more than two consecutive
terms on any one committee unless such appointment is approved by the Executive Committee.
Any appointee can be removed by a simple majority vote of the Executive Committee.

                                          ARTICLE VI
                                            Action

Section 1. Quorum
A quorum for the conduct of the Executive Committee and all other committees shall consist of a
number equal to the majority of the membership. A quorum for the conduct of a plenary or
special session of the Academic Senate for California Community Colleges shall be a majority of
the Delegates registered.

Section 2. Resolution Process
The Academic Senate shall establish and maintain means by which to adopt resolutions.

Section 3. Referendum
A. Any adopted resolution of the Academic Senate for California Community Colleges may be
    rescinded by a referendum of the Member Senates, (see Article I, Section 1.C). The
    Academic Senate must receive proposals to rescind within 60 days after the plenary session
    at which the resolution in question was adopted. A proposal to rescind must be in the form
    of a Member Senate resolution signed by the Member Senate president. Such a referendum
    shall be held if at least one-fifth (1/5) of the Members request it within 60 days after the
    mailing of the adopted resolutions packet of the session at which the resolution was adopted.



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                                                                    Executive Committee Policies

B. Upon receipt of such requests from at least 1/5 of the members, the President shall mail
   ballots on the referendum to each Member Senate within 30 days of receiving the needed
   number of requests.

C. Ballots must be returned to the Academic Senate within 90 days from the day the ballots
   were mailed. The referendum shall pass if the majority of all the Member Senates vote in
   favor of it. The Academic Senate Resolutions chair will certify the results.

D. If the referendum is approved, then the resolution of the plenary session is rescinded and
   becomes null and void.

Section 4. Communications
In order to provide adequate communication with the faculty of the California Community
Colleges, the Academic Senate shall make available to all faculty agendas and minutes of its
meetings, committee reports and other pertinent information on pending matters.


                                      ARTICLE VII
                                  Amendments of the Bylaws

Section 1. Proposal
Proposed amendments to these Bylaws shall become part of the plenary session agenda upon
receipt by the President of a resolution in the form of:
    A. A petition of one-fifth (1/5) of the Member Senates, or
    B. A petition of the majority of the Executive Committee, or
    C. A petition presented at any of the first four general sessions and signed by a majority of
        registered Delegates present at the general session at which it was proposed.

A petition under A or B above must be received in time to be noticed in writing to the Member
Senates for discussion at pre-plenary session area meetings.

Section 2. Ratification
The resolution for amending the Bylaws shall require a two-thirds (2/3) vote of the registered
Delegates present and voting.

                                         ARTICLE VIII
                                          Procedures

Section 1. Senate Rules
The Academic Senate for California Community Colleges shall adopt Rules to implement the
intent and purposes of these Bylaws. In cases not provided for in the Senate Rules, the
procedures contained in Robert's Rules of Order, Newly Revised, shall govern the meetings of
the plenary sessions and Senate committees.

Section 2. Adoption
Senate Rules shall be adopted by resolution. Senate Rules may be changed by resolution.


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                              THE ACADEMIC SENATE RULES

I. Election Rules and Procedures
   A. Composition of the Executive Committee
      1)   The Executive Committee shall consist of Officers and Representatives.
      2)   Officers include the President, Vice President, Secretary, and Treasurer.
      3)   Ten Representatives.

   B. Elections of Representatives
      1) Area Representatives. Each Area Representative shall represent one of the
         geographical areas designated as Area A, B, C, or D in the current Academic
         Senate directory. A list of community colleges and districts comprising each area
         shall be published by the Academic Senate and included in all plenary session
         mailings. Each Area Representative will be elected to the Executive Committee by
         balloting only from Delegates from their respective Area colleges.

      2) Two North Region representatives. The North Region consists of all those
         community colleges and districts comprising Areas A and B. North Region
         Representatives will be elected to the Executive Committee by balloting only from
         Delegates from the North Region.

      3) Two South Region representatives. The South Region consists of community
         colleges in Areas C and D. South Region Representatives will be elected to the
         Executive Committee by balloting only from Delegates from the South Region.

      4) Two At-Large representatives. At-Large Representatives will be elected to the
         Executive Committee by balloting from all Delegates and may be a pool of all
         candidates who have not prevailed for other offices who indicate their intent to be a
         candidate as well as all candidates specifically nominated for the At-large
         Representative positions.

   C. Terms of Office
      1) Terms for Officers shall be one year.

      2) Terms for representatives shall be two years.

      3) Terms for representatives shall be staggered as follows. Even-numbered year
         elections will select the Area B and C representatives, one representative each from
         the North and South regions, and one of the At-Large representatives. Odd-
         numbered year elections will select the Areas A and D representatives, one
         representative each from the North and South regions, and one of the At-large
         representatives.

   D. Schedule
      1) The annual election shall take place on the last day of the Spring Plenary Session.

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                                                                Executive Committee Policies


   2) If there is a vacancy on the Executive Committee, a special election to fill that
      vacancy may be held on the last day of the Fall or Spring Plenary Session. Any
      special election will be held following all regularly scheduled elections. 3) The
      time at which balloting will begin shall be announced in the printed agenda. The
      first ballot shall not be held earlier than the announced time.

E. Nominations
   1) Nominations may be made in two ways:
      a. In writing and delivered to the Chair of the Elections Committee;

       b. From the floor at a general session designated for such floor action. The
       general session for floor nominations should be published in the agenda, and all
       nominations are closed at the end of that general session.

   2) Nominations may be made only with the consent of the nominee.

   3) Nominees shall indicate whether they wish to stand for other positions for
      which they are eligible if they do not prevail for the office nominated.

   4) The Elections Committee shall provide, at the time of the elections, an
      announcement board that indicates Officers and Executive Committee members.
      This announcement board will be updated as new Executive Committee members
      are elected, and as vacancies occur.
F. Delegates Registration
   Delegates must sign in by Saturday morning no later than 8:15 a.m.

G. Elections Procedures
   1) The process by which the election will be conducted shall be distributed in writing
      prior to the day of the election.

   2) Each ballot shall proceed as follows:
      Tellers shall distribute ballots with signature envelopes to those Delegates eligible
      to vote for the specific office being contested. The signature envelope of the ballot
      shall be color-coded for the specific Area and will match that Area's color-coded
      delegate badges.

       a. The Delegate shall mark the ballot, seal it in the envelope, sign the outside of
          the envelope, and return the envelope to the tellers.

       b. The tellers shall retire to another room and shall check the signatures on each
          envelope against the list of Delegates eligible to vote, setting aside any
          envelope not submitted by a Delegate eligible to vote. Then, all ballots shall be
          removed from the remaining envelopes at one time, the envelopes set aside and
          retained, and the ballots counted.



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Executive Committee Policies

            c. Upon request by a candidate, made before the body takes up the next order of
               business following the announcement of the results of the ballot in question, the
               committee shall verify, for the ballot on which that candidate's name appears,
               that the signatures on the envelopes match the signatures collected from
               Delegates during the registration process. The specific process by which the
               election will be conducted shall be distributed in writing prior to the day of the
               election.

        3) To be elected, a candidate must receive a vote from a majority of those delegates
           present and voting.

        4) In the event no candidate for a position receives a majority, the run-off will be
           limited to the top two candidates with the largest number of votes, including all
           ties.

        5) The order of the election shall be as follows: President, Vice-president, Secretary,
           Treasurer, Area Representatives, North Representative, South Representative, and
           At-Large Representative.

        6) Any candidate may observe or select someone to observe the counting of votes for
           the ballot or ballots on which the candidate's name appears.

        7) A candidate for election may not chair the Elections Committee or participate in
           the distribution, collection, or tallying of votes.

        8) If a candidate runs unopposed, the candidate may be elected by acclamation. The
           motion to be elected by acclamation must be moved and seconded by Delegates
           from the floor and must be approved by the body.

        9) Ballots shall be kept in the Senate archives until the next election.

II.    Vacancies on the Executive Committee
       A. Vacancies on the Executive Committee may be filled by interim appointment in
          accordance with Executive Committee procedures. Appointees shall be selected from
          nominations submitted by Member Senates in the area in which the vacancy occurs.
          Nominees must meet the requirements for serving on the Executive Committee as
          defined in Article IV, Section 2.

       B. Positions filled by appointment shall be filled by election at the next plenary session.

       C. Failure to attend either two successive meetings or six days total of Executive
          Committee meetings per year shall be deemed a resignation.

III.   Officers' Powers and Duties
       A. The President shall
            (1) Be responsible for establishing the time and place for all plenary sessions and all


                                                  88
                                                              Executive Committee Policies

       Executive Committee meetings
   (2) Be responsible for the preparation of the agenda for all plenary sessions and all
       Executive Committee meetings.
   (3) Preside over all plenary sessions and Executive Committee meetings.
   (4) Represent and act as the spokesperson for the Academic Senate and its Executive
       Committee.
   (5) Have the sole power to authorize expenditures for the Academic Senate.
   (6) Appoint a parliamentarian who shall serve at the pleasure of the President.
   (7) Perform any other function normally thought to be within the realm of a presiding
       officer that is otherwise not denied by the Bylaws, Senate Rules, or Executive
       Committee Rules.

B. The Vice President shall
   (1) Act as President in the absence of that officer.
   (2) Succeed to the Presidency in the event of the vacancy of that office.
   (3) Perform such functions as the President assigns to assist in carrying out the
       purposes and policies of the Academic Senate.

C. The Secretary shall
   (1) Be responsible for all minutes of all plenary sessions and Executive
       Committee meetings and their dissemination.
   (2) Be responsible for ensuring the currency of all mailing lists of the Academic
       Senate.
   (3) Ensure that all written material shall be prepared for dissemination at plenary
       sessions of the Academic Senate.
   (4) Maintain a file of all minutes and official documents except those placed in
       the keeping of other officers.
   (5) Perform such functions as the President assigns to assist in carrying out the
       purposes and policies of the Academic Senate.

D. The Treasurer shall
   (1) Be responsible for keeping the accounts, books, tax status, and other
       financial records up-to-date and in good order.
   (2) Be responsible for giving an oral and written financial report at every
       plenary session and Executive Committee meeting.
   (3) With the approval of the president, make all properly authorized payments
       which are not inconsistent with the Bylaws, the Senate Rules, or the
       Executive Committee Rules, and which do not threaten the solvency of the
       Academic Senate.
   (4) Be responsible for securing from a Certified Public Accountant an audit
       without "exception" of the books from the previous term, and for
       forwarding a copy of the audit results to the Treasurer of the previous
       terms, and to the current President.
   (5) At Senate expense, bond himself/herself for an amount equal to, or in
       slight excess of, the highest estimated cash-on-hand status of the Senate
       during his/her term.


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   Executive Committee Policies

             (6) Chair a committee for the purpose of drawing up the annual budget. The
                 budget must be ratified by the Executive Committee.
             (7) Be responsible for the registration procedure for the plenary sessions.
             (8) Be in charge of all contracts for services provided by hotels and
                 businesses.
             (9) Perform such functions as the President assigns in carrying out the
                 purposes and policies of the Academic Senate.


   IV. Committees
      A. Standing Committees:
         1.   Basic Skills Committee
         2.   Counseling and Library Faculty Issues Committee
         3.   Curriculum Committee
         4.   Educational Policies Committee
         5.   Equity and Diversity Action Committee
         6.   Faculty Development Committee
         7.   Legislative and Governmental Relations Committee
         8.   Occupational Education Committee
         9.   Relations with Local Senates Committee
         10. Research Committee
         11. Standards and Practices Committee
         12. Technology Committee

      B. Operational Committee
         1. Elections Committee
         2. Budget Committee
         3. Resolutions Committee

Ratified: March 7, 1969
Amended/Ratified: November 7, 1992
Amended/Ratified: November 4, 1995
Amended/Ratified: November 1, 1997
Amended/Ratified: April 25, 1998
Amended/Ratified: April 15, 2000
Amended/Ratified: October 28, 2000
Amended/Ratified: November 1, 2003
Amended/Ratified: April 17, 2004
Amended/Ratified: April 9, 2005




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