City College of San Francisco - California Competes

STANDARD IV
III. Strengths & Areas for Improvement
1. The College has an effective Shared
Governance System that clearly articulates
the roles and responsibilities of all members
of the College community. While the system
was formulated in 1993, the ideals around
which it was created have progressed into a
working practical reality in the years since
the last accreditation review. The Chancellor’s
leadership efforts have been crucial in
bringing about a fully functioning governance
system which is supported by and informed
by a structured system for planning based
on research, inclusive communication, and
consensus building. The system has been
evaluated at regular intervals and the most
recent evaluation (October, 2004) provides
significant evidence that Shared Governance
at City College of San Francisco is valued
and respected by all constituencies. That
evaluation resulted in several recommendations
that focus on expanding
participation in the Shared Governance
System and continuing the biennial
evaluation process. Those recommendations
should be implemented.
2. The College has clearly delineated the responsibilities
of administration and the role of
the Board of Trustees in the governance of
the institution. The Board has enriched its
oversight of the institution by creating regular
monthly study sessions to supplement the
regular meeting schedule at which the
mandated business of the Board is conducted.
The Board has actively participated in the
development of planning documents and
has initiated several studies to assess the
effectiveness of the College in meeting its
mission. The College is guided by the Board
Policy Manual; however, the Board should
adopt a calendar for regular systematic
review and the updating of its policies.
In addition, the Board should update the
Policy Manual in regard to Statements
of Economic Interest and annual Board
evaluation, improving the connection
between Program Review and other College
planning processes, and having the Board
accept reports by means of a formal
resolution process. The Board delegates
responsibility and authority for governance
of the institution to the Chancellor. The
Chancellor works with the delegated
administrative, faculty, staff, and student
structures supporting the institution, the
means of communication with constituencies,
and delegates responsibility to appropriate
administrative divisions that, in turn,
effectively integrate educational and
resource planning.
238 CITY COLLEGE OF SAN FRANCISCO