California State University San Marcos
College of Education, Health and Human Services
School of Education
Governance Community Council
MINUTES
September 10, 2015 1:00 – 3:00 PM, KELL 5102
MEMBERS & GUESTS
Sinen Siyahhan (Co-Chair)
Moses Ochanji (Co-Chair)
SOE Faculty & Staff Present: Brooks, Chen, Daniels, Daoud, Elsbree, Flores, Hayashi,
Heckman, Hernandez, Lawler, Mauerman, Mottola, Ochanji, Robledo, Rosilez,
Siyahhan, Stowell, Thousand, Valadez, Vargas, Vega, Wendling.
Guest: Shannon Hoffman
QUORUM
[ x ] Yes, a quorum is present.
[ ] no quorum
DID YOU KNOW
Alliance to Accelerate Excellence in Education Update (time certain 1:05 – 1:20)
Daniels
 Dr. Daniels shared the work that the Office of Community Engagement is doing in the K-12 schools.
http://www.csusm.edu/community/alliance/ CSUSM is currently parterning with 10 local districts.
These partnerships will increase college access and success.
APPROVAL OF AGENDA
approved
APPROVAL OF MINUTES
Minutes for April 23, 2015 - approved
REPORTS
Director’s Report – (1:20 – 1:35)
Ochanji/Siyahhan
Vargas
9.10.15 Coord and
Comm Dir Report).pptx
Associate Director’s Report – (1:35– 1:40)
Ochanji
 The fall 2015 schedule is up and classes are running. Only 1 course needed to be cancelled and two
are being taught at low enrollment.
 The spring 2016 schedule is in the process of development.
 The Dean used to attend everyother community council meeting, this year she will be attending cc
meetings for all the units. She has requested that the SOE choose two meetings for her to attend.
 The Ad Hoc emeritus PRC will evaluate the emeritus nominations.
Old Business
Norms for Governance Community Meetings
As a Governance Community, we agreed that we would:
• Be considerate of other’s ideas • Stay on the topic of discussion • Focus on identifiable tasks • Have variation in the meeting format to provide for some group work •
Divide the agenda into action and information items • Prep ahead of time for the issues that will be discussed at Governance • Help establish quorum by being on time •
Maintain a sense of team by staying issue focused when we disagree • Make sure procedures are clear • Voice opinion in room • Note what the procedural process is up
front • Celebrate
New Business
Staffing Changes in Education Services Center (Time Certain 1.40 – 1.55)
Hoffman
 CEHHS Student Services Center has taken on undergraduate advising, adding KINE and HD.
 Data and Assessment coordinators for the college are housed there as well.
 A graduate student services coordinator was hired, Phoung Nguyen will be laiason to extended
learning and will work with all departments in CEHHS with MA programs.
 A credential student services coordinator has been assigned, Andi will work with CTC and CCAC.
 John Bowman will take the lead for SOE recruitment.
SOE Director Search Decisions (1.55-2.40)
Siyahhan/Ochanji
 SOE community favors an external search.
 The faculty discussed the benefits of having the director in an MPP position and made the points as
rationale for making the Director MPP:
o Making the Director an MPP allows for greater autonomy and flexibility in terms of
managing resources. When university and college mandates are enacted, it is
unclear to whom members of the SOE should address concerns and questions.
Currently, the Director is unable to make decisions about issues that directly affect
his faculty and staff.
o According to our national accrediting body, Standard 6 advocates for the head of the
Education unit to have decision-making capabilities. Language from the standard:
“The unit has the leadership, authority, budget, personnel, facilities, and resources.”
o The argument against making the Director an MPP is that the power of the position
is only within the signature authority. This is not the case.
o Student Services Center has a director that has authority over academic units while
the SOE Director does have those same abilities. This causes confusion about who
has the authority to make decisions when issues arise that apply to both the SOE
and Student Services.
o There is confusion as to where the Director’s authority begins and where it ends.
Often the Director of the SOE made decisions that were then overridden by the
Director of Student Services or the Dean of the CEHHS. This led to frustration and
poor publicity. Because we function in a hierarchical academic environment,
reporting lines matter. The current structure has created a position with ambiguous
authority that allows people to circumvent informing the Director about issues
pertinent to the SOE.
o Because of the singular nature of the Education program, which has accreditation
and regulatory requirements that are state-based but also related to entities within
the larger College, it is essential to have an administrative position with authority
and decision-making power.
o There is no CTC-liaison in Student Services. Because of the ambiguity in terms of
who has decision-making authority (Director of the SOE or Dean of the CEHHS), the
SOE has sometimes missed documents, due dates and program review
requirements.
o The proposal to make the Director a faculty position (after it had been an MPP) was
initiated by the Dean of the CEHSS and approved by the interim-Director of the SOE.
It was made without consultation with members of the SOE..
o The reason that the 2015 accreditation visit was so successful was because of the
deep knowledge of the process that the current director possesses. If the Director is
Norms for Governance Community Meetings
As a Governance Community, we agreed that we would:
• Be considerate of other’s ideas • Stay on the topic of discussion • Focus on identifiable tasks • Have variation in the meeting format to provide for some group work •
Divide the agenda into action and information items • Prep ahead of time for the issues that will be discussed at Governance • Help establish quorum by being on time •
Maintain a sense of team by staying issue focused when we disagree • Make sure procedures are clear • Voice opinion in room • Note what the procedural process is up
front • Celebrate
a faculty member who does not possess a commensurate level of knowledge, then
the result may not be as successful. By making the Director an MPP, the search will
attract candidates with administrative experience, which is essential to successful
completion of the accreditation process.
o The position requires someone with experience in at least the role of an Associate
Dean. If the job announcement calls for an Associate or Full Professor, we may not
attract candidates with the needed experience.
o If our request is denied and we search for a faculty director and then experience the
same problems that our current director faced, we will be at a disadvantage. Even if
the position is then changed to MPP, we may have missed out on an excellent
candidate in the original search.
Tenure Track Faculty Search Priorities for the 3-year Rolling Plan (2.40 – 2.55)

Siyahhan/Ochanji
CEHHS_FacultySearch
ProceduresFINAL.docx
Committee Reports (ATTACHED)
ANNOUNCEMENTS (2:55)
-Welcome back celebration September 17, 2015 at Sammy’s Woodfire Pizza in San Marcos
- Annual Promotion and Tenure Reception - October 14, 2015
NEXT MEETING
September 24, 2015, 1300 - 1500 in KELL 5102
ADJOURNMENT
Meeting adjourned at (time of day)
MINUTE NOTE TAKER
Minutes were taken by Bonnie Mottola
Norms for Governance Community Meetings
As a Governance Community, we agreed that we would:
• Be considerate of other’s ideas • Stay on the topic of discussion • Focus on identifiable tasks • Have variation in the meeting format to provide for some group work •
Divide the agenda into action and information items • Prep ahead of time for the issues that will be discussed at Governance • Help establish quorum by being on time •
Maintain a sense of team by staying issue focused when we disagree • Make sure procedures are clear • Voice opinion in room • Note what the procedural process is up
front • Celebrate