GOOD DECISION-MAKING RELIES ON GOOD COMMUNICATION

By Phyllis L. Metcalfe

An on-going dialogue that respects the viewpoints of all college participants must immediately begin. As the college faces making important decisions, the board cannot expect the support of the Marin community if it does not have the support the campus community.

However, with all the disagreement, there appears to be one repeated reference: The term "shared governance" has been used several times since the faculty brought forward a vote of "no confidence" against the former college president.

Shared governance is like love; everybody wants it. The problem is everybody has a different definition.

The concept of participation in decision-making called shared governance has been a legal requirement since January 1990. That was when AB1725, which made multiple changes in the California Education Code and to Title 5 of the California Code of Regulations as respects community colleges, took effect. This omnibus bill was developed to enhance the efficiency and flexibility of the community college system to meet the educational needs of California residents.

• The new law did not say that the board of trustees is not the ultimate decision-maker. What it did say was that faculty, staff and student groups had the opportunity to express their opinions in areas that had a legally defined significant effect on members of each of these groups. It ensured these opinions were given every reasonable consideration as part of college governance.

• Shared governance did not say that everybody should participate in every issue. The concept of the regulations was that those affected by a decision should have the opportunity for input on the issue before the board made a decision.

• The law did define areas where the board must consult with the Academic Senate with respect to academic and professional matters. (It should be noted these areas are not related to wages and/or working conditions, which are negotiated by the faculty union). Academic and professionalmatters include curriculum and academic standards, as well as faculty roles related to governance structures, accreditation, institutional planning and budget development. Additionally, there are several educational codes that legally require participation of faculty. When creating shared governance, the Legislature rightly believed that those who have hands-on responsibility to educate students should assume primary responsibility for making recommendations on decisions that affect that role.

Moving beyond the legalities of shared governance, it is obvious that good decisions should not be made in a vacuum. True leaders should not be afraid to hear the opinions of others. They should reach out and listen. Leadership, especially during a "political firestorm," does not mean arbitrarily dictating the process to be followed to solve problems and then criticizing others for not wanting to buy-in. It is also not telling others what you have the right to do; it is doing the right thing.

I believe an ongoing dialogue that respects the viewpoints of all college participants must immediately begin. It can do much to solve College of Marin's current problems, even though a lack of communication is a symptom of the college's problems and not the cause.

The board has several important decisions to make, in particular a possible bond issue to repair and renovate our facilities. We cannot expect the support of the county if we do not have the support of our campus community. We must reach out and listen to their concerns.