Chancellor Search

The District - Opportunity, Equity, Social Justice

Committed to Opportunity, Equity, and Social Justice for all and through the hard work of our faculty, staff, and students, the San Jose-Evergreen Community College District (SJECCD) enjoys a solid, positive reputation as a leading education provider, economic developer, workforce trainer, and business partner. While we are proud of our reputation, what is most important to us is our commitment to student success. Our Mission, Vision, and Student Success Policy specifically outline our commitment and belief in the education of the whole student, both inside and outside of the classroom.

Headquartered in vibrant downtown San José in the heart of Silicon Valley, SJECCD encompasses more than 300 square miles, including the majority of the City of San José and all of the City of Milpitas. The District includes the areas served by San José Unified School District, Milpitas Unified School District, and East Side Union High School District. SJECCD is comprised of: Evergreen Valley College, established in 1975; San José City College, the first community college in Santa Clara County, established in 1921; the Community College Center for Economic Mobility (formerly the Workforce Institute) established in 1988; and the San José – Evergreen Community College Extension at Milpitas, established in 2016.

Both Evergreen Valley and San José City Colleges recently saw their accreditation fully reaffirmed by the Accrediting Commission for Community and Junior Colleges.

With rapidly changing workforce demands, SJECCD has a responsibility to prepare the students we serve to be successful in the region's high wage, high growth jobs. This means being a partner in each student’s success. As SJECCD’s leader, it is incumbent upon the Chancellor to work closely with our local industry, not only providing short term skills upgrades for the region's incumbent workers, but also developing a pipeline that ensures a sustainable workforce for the future. The Chancellor should be prepared to ask questions related to how we structure partnerships and curriculum to help lead the county in creating programs to build and strengthen our middle class. We expect our leader to support and continue the good work that has been done, yet have a vision that will further our impact in the region. In 2016, voters approved Measure X, a $748 million bond measure, resulting in SJECCD being well-positioned to upgrade existing buildings and construct new ones to meet the District’s ever-changing facilities needs as we continue to educate the next generation of Silicon Valley’s workforce.

Through Measure X, a strong local property tax base, and innovative use of surplus land to generate additional revenue for student success programs, SJECCD is fiscally sound.

Who We Are
As a District of educators, we believe educating the whole student to be the true definition of success. Student Success is everyone’s responsibility which includes classified staff, faculty, and administrators. To help our students excel in all areas of their lives, we encourage holistic self-discovery and through this process, our students learn to collaborate, participate in responsible decision making, and evaluate their options through an ethical lens. We believe they must have the education and skills required to help them become better individuals, workers and/or citizens. We infuse this belief—aligned with our vision—into all that we do so that when our students leave us, they are not only productive members of society, they are also champions for Opportunity, Equity, and Social Justice. This is evidenced by the recent launching of the San José Promise, an initiative designed to create a college-going culture throughout the City of San José while removing barriers to college access and student success, making higher education a reality for more citizens of San José than ever before.

 Our Students

Many of our students are non-traditional students who come to us from all walks of life. Some are the first in their families to attend college; are single parents struggling to balance work, parenting, and education; are from outside our state or country seeking better futures for themselves and their families; or are 4.0 high school graduates. Regardless of their circumstances, they have chosen our colleges to help them on their educational journey. We take this responsibility seriously.

Many of our students come from the San Jose Unified School District (SJUSD) and East Side Union High School District (ESUHD). At SJUSD, 45.3% of students are classified as “Socioeconomically Disadvantaged” and 21% are English Language Learners. In 2017, more than 2,000 SJUSD high school seniors graduated, of which 57.4% were “College Prepared.” At ESUHD 53.5% of students are “Socioeconomically Disadvantaged” and 15.8% are English Language Learners. In 2017, more than 5,000 ESUHD high school seniors graduated and 46.7% were “College Prepared.”

In 2016-2017, SJECCD served 26,059 students:

Gender                                                               
44%   Male
55%   Female                                                           
Ethnicity                                                                        
41%   Hispanic/Latino                               
35%   Asian Pacific American                  
11%   White                                            
  4%   African American                    
  1%   Native American
  9%   Other
Age
27%   19 or Less
33%   20 - 24
15%   25 - 29
  8%    30 - 34
  5%    35 - 39
   6%   40 - 49
   5%   50 +

44.1% of our students receive some form of financial aid totaling nearly $30 million.

Our Community


As the oldest community college district in the Silicon Valley, we watch innovation and growth explode around us every day. It’s exciting and it reinforces the fact that our curriculum and classroom rigor must always keep pace with industry. Yet, while surrounded by high-tech companies and the perceived wealth they bring to our area, we focus our mission on those who must face each day with strength and tenacity in order to survive the challenges connected to poverty and the realities of life for the socio-economically challenged. In fact, almost 50% of our student body receives some type of financial aid.

Institutional equity, in terms of educational achievement, is critical in our district. As such, in addition to providing educational opportunities to the under-represented and socioeconomically challenged, we also provide life-long learning opportunities that ensure the urban middle class stay competitive in this innovation society.

The new Chancellor must demonstrate sensitivity to the multitude of cultures in our region and ensure educational opportunities are available to the region's underemployed or unemployed.

In a recent survey of Silicon Valley residents, making ends meet remains a challenge for many people. Over the past decade, research has shown that about 1 in 4 local households struggle to make ends meet. Relatively flat wages and rising costs of living could increase the number of households struggling to make ends meet to as high as1 in 3 (Source: Working Partnerships USA).

Our responsibility to our community is more important than ever. We must prepare our students for success—whether that is through transfer to a university, increased employability, or other areas that foster life-long learning.. 

Relationships with Constituency Groups


Our district has developed over time a robust, intricate, and well-practiced approach to governance to secure participation in the decision-making processes.

The foundation is set by the Board of Trustees through its recognition of our constituency groups by approving Board Policy 2510 and Board Policy 2511 to include academic senate, student body government, faculty union (AFT 6157), classified union (CSEA), and Managers, Supervisor and Confidential Committee (MSCC) in its decision-making process.

The distinguishing features of the relationship among the Board, district/college leadership, and the constituency groups are defined as inclusion, openness, collaboration, transparency, fairness, and deep commitment to the institution.

This complex relationship is challenging yet fortifies and distinguishes the nature of the San Jose-Evergreen Community College District in a singular way.

Our Commitment
While our stewardship obligation is to our taxpayers, we also have a strong commitment to the communities we serve. The new Chancellor will serve as the district's leading educator, economic developer, and workforce trainer. The Chancellor will be an active partner in the region’s innovation, growth, and development. Our mission challenges us every day to be the leading educational institution in the South Bay Area and to not only meet the diverse educational and workforce needs of our community in a cultural competent manner, but also to empower our students to become agents of socioeconomic change. Our next Chancellor will partner with some of the best and brightest minds in business and industry as we work together to keep Silicon Valley moving forward.

Innovative Governance
Our Board of Trustees recently adopted a new, innovative governance model that provides clarity for their work and differentiation between the role and function of the Board and that of the Chancellor. The Board of Trustees holds firm on three matters:

  1. They are responsible for the stewardship of resources and responsiveness to their constituents.
  2. They are committed to speaking with one voice.
  3. The Chancellor and staff are entirely responsible for putting in place the strategies that will achieve the Board's Ends Policies.

 Our Board will continue to maintain this governance model under new district leadership, providing accountability at all levels of governance.
The Board also recently updated its Ends Policies and Strategic Priorities. The Board now has two Ends Policies: Student Success and Community Impact.

Included in Student Success are:
- Transferability
- College Readiness
- College Experience
- Degree and Certificate Completion

Included in Community Impact are:
- Career Development
- Community, Business, Industry, and Trades Partnerships/Collaborations

The six Strategic Priorities are:
1. Student Success
2. Workforce and Economic Development
3. Organizational Effectiveness and Sustainability
4. Technology
5. Communication
Total Work Environment
 

The Way Forward

The San Jose Evergreen Community College District has made significant progress, led by our current Chancellor, our faculty, staff, students, and Board of Trustees.

The next Chancellor will recognize the accomplishments of our District team, take the work completed thus far and build upon it, charting a future that leads us to continued greatness. The next Chancellor will celebrate our history, our hard work, our region’s many cultures, and join us in optimizing our impact to the community and our commitment to students.

Our region depends on San Jose-Evergreen Community College District to provide high-quality education to our community. When our students succeed, we all succeed.

Our new leader will be expected to forge a path for current and future plans that, combined with visionary leadership, transcend the norms of community college education and service. Our new Chancellor will accomplish this by becoming an integral member of our community, both personally and professionally.

​​​​​​Chancellor Profile

Key Qualities of an Exceptional Community College Leader

The San Jose - Evergreen Community College District recognizes the significant scholarship of national community college leaders and organizations who study and develop models for excellence in leadership. The Board embraces the findings by recognizing the Chancellor for SJECCD will be an individual who can advance the institutional metrics on student success by being:

  • Persistent through long-term planning that ensures access, success and equity
  • A strong communicator with a clear and articulate voice to advocate for the changes necessary internally and externally to accelerate improvement in student equity in learning and achievement outcomes
  • Confident and courageous to take informed risks to lead and allocate the District’s institutional finances, technology, research, and resource development in a focused, deliberate manner to measurably improve student access, success, with the equity lens to examine the institutional policies, procedures and resources necessary for all students to achieve their educational goals

  • A genuine collaborator with our constituency groups and community partners to produce an alliance with the guiding principle that student success is vital to our region and works together in a creative and innovative manner to advance college readiness, access, and success.
  • A visionary with a powerful sense of what our District should represent and the directions it is going in the near and long term to foster the changes needed to advance the agenda of student success

Our next Chancellor will lead us in this success, but will also instinctively know when to play a more supportive role, allowing the colleges to take the lead. Our new leader will demonstrate the following characteristics as the Chancellor embarks on this new role:
  • Believe in Opportunity, Equity and Social Justice
  • Listen
  • Embrace and foster diversity
  • Be a servant leader
  • Be respectful
  • Communicate openly
  • Believe in transparency at all levels
  • Empower and inspire faculty and staff
  • Action-oriented
  • Possess integrity and a strong character
  • Build upon what’s already been created
  • Have community college teaching experience
  • Commit to serve our students
  • Support college leadership
  • Visit the colleges and be available
  • Be accountable and transparent
  • Coach and mentor other district leaders
  • Understand politics, but not be political
  • Become part of our community

Expected Professional Qualifications and Personal Qualities and Characteristics

The successful candidate will demonstrate and possess most, if not all, of the following professional qualifications and personal qualities and characteristics.

Demonstrated knowledge and ability to implement and strengthen the Board of Trustees Ends Policies and Strategic Priorities.

Demonstrate the ability to champion the values of Opportunity, Equity and Social Justice in serving our students and community and advancing the organization. 

Professional Qualifications

Education
Master’s Degree from an accredited institution, earned doctorate preferred.

Evidence of Expertise

  • A combination of academic and acquired credentials that demonstrate expertise in leadership areas such as “team” leadership, servant leadership, transparency, cultural competency, noted capabilities to persuade and influence local and state policy and law makers

  • A combination of professional experience and development to demonstrate expertise in administrative areas such as management of a complex organization with competing needs and conflicting priorities, fiscal management, technology leadership management, mastery of the accreditation process that ensures institutional effectiveness and continuous improvement, institutionalizing excellence, data-driven decision making, and significant familiarity with the California Community College Governance Model


Abilities

  • An exceptional record of advancing the student success agenda by way of measurable outcomes, practicing participatory governance and collaborative decision making, understanding and prioritizing the needs of the colleges in budget decisions, building public-private partnerships, maintaining the platform for community involvement and engagement and continuing to advance the institution’s strategic goals


Experience

  • Internal - significant and successful administrative experience in a community college, California Community College preferred; in teaching and learning, classroom experience preferred; in working in culturally diverse and complex organizations, with labor relations, with faculty academic and professional matters, and policy governance

  • External – in building strong community connections where groups are diverse in profile and priorities, with the socio-economic challenges of underserved populations and demonstrating “making a difference” in the lives of students, and local experience that provides sufficient familiarity of the region, and policy governance

Personal Qualities and Characteristics

Vision

  • A strategic and creative thinker with a proven record to align and advance student success and educating the whole student, bringing the District into the communities served and keeping focused on local partners i.e., community groups, business community, local government, K-12 partnerships, post-secondary relationships


Values as Evidenced through Demonstrated Action

  • Strong core values that reflect students are first; Opportunity, Equity, and Social Justice are institutionalized within the framework of the organization; integrity; the singular role of District Chancellor leadership; , the role and function of constituency groups; the expertise and contributions to the lives of our students by our faculty, staff, and administrators; and willingness to embrace a diversity of opinions


Exhibited Traits and Interpersonal Qualities

  • An engaged and compassionate leader with a strong sense of purpose who can be a relationship builder, an activator, and an active listener

  • Who is approachable, accessible, fair, empathetic, ethical, compassionate, patient, consistent and steadfast, inspirational, motivational, synergistic, principled, honorable and humble


Demonstrated Commitment as evidenced through Action

  • A genuine commitment to the advocacy for the needs of a very diverse student population and community, including immigrant populations and the socio economically disadvantaged, strategic planning that targets institutional effectiveness and efficiencies, to hiring practices that ensure the diversity of faculty and staff mirror the student population, and cultivating institutional civility 


Sensitivity

  • Demonstrated sensitivity, knowledge, and understanding of the diverse academic, socioeconomic, gender, cultural, disability, and ethnic backgrounds of the students we serve and sensitivity to and knowledge and understanding of groups historically underrepresented, and groups who may have experienced discrimination.

  • Bilingual abilities, desirable

Application process

To ensure full consideration, application materials should be received no later than August 26, 2018.  The position will remain open until filled. This is a confidential search process.

Please send your documents to: ChancellorSearch2018@sjeccd.edu

Candidates will need to have the following information or materials available to complete the application:

1. A letter of application that succinctly addresses

(1) The key qualities of exceptional community college leaders and 
(2) the Professional Qualifications and Personal Qualities and Characteristics identified in the Position Profile and demonstrates how the candidate is prepared to serve the needs of San José-Evergreen Community College District (not to exceed 5 pages).

2. A current resume

3. A list of references that is to include at least one trustee, one supervisor, one direct administrative report, one faculty member, one staff member, one student and one community/external agency representatives.​​​

Transcripts:

Upon hire the successful candidate will be required to provide official transcripts.

​Application Deadline

 August 26, 2018 

Interview Dates

Interviews will be held on 

September 20,

September 21 and
September 22, 2018 

Contact

For additional information, nominations or confidential inquires, please contact:

John Romo, Search Consultant
Community College Search Services
Phone:  805.698.7987
Email: john.romo@ccss.solutions

 

SJECCD Supporting Page
District
Show