• Office: Community College Board
• Election Date: November 5, 2024
• Candidate: Aliya Chisti
• Due Date: August 26, 2024
• Printable Version

Thank you for seeking GrowSF's endorsement for the November 5, 2024 election! GrowSF believes in a growing, beautiful, vibrant, healthy, safe, and prosperous city delivered via common sense solutions and effective government. Our work includes running public opinion polls to understand what voters want, advocating for those changes, and ensuring that the SF government represents the people.

The GrowSF endorsement committee will review all completed questionnaires and seek consensus on which candidates best align with our vision for San Francisco.

This questionnaire will be published on growsf.org, and so we hope that you use this opportunity to communicate with voters.

Please complete this questionnaire by August 26, 2024 so we have enough time to adequately review and discuss your answers.

• Your Goals
• Executive experience
• The Issues
  • Budget
  • Accreditation
  • Chancellor
  • Curriculum
• Personal
• Thank you

Your Goals

We'd like to get some details about your high-level goals and how you intend to use your elected office to achieve them.

Why are you running for Community College Board?

I am running for re-election to the City College of San Francisco Board of Trustees to continue my commitment to ensuring that City College remains a vital institution for educational equity and social mobility. Over half of students at CCSF are women, Latinx and Asian students represent approximately 30% of the student body respectively and a vast majority of students at CCSF receive financial aid. For every $1 of public money invested in California's Community Colleges, taxpayers will receive $2.10 in return over the course of students' working lives. There is no better investment we can make in our community than in CCSF.

What is your #1 policy goal?

Financial and Organizational Stability. City College is currently undergoing an accreditation review process and has met 116 out of 119 standards set by ACCJC as of January 2024. Three outstanding standards remain. I spearheaded efforts to restructure our Board meetings, enabling members to participate in different committees to deepen their understanding of various topics. I advocated for adding more than one closed session per month to enhance the Board's ability to monitor and address issues raised by the administration effectively. I initiated the formation of an Ad Hoc Policy Committee aimed at reviewing and refining our governing processes, and I have called for an external review of our governance practices to meet outstanding accreditation processes. I will continue to ensure we conduct long-term fiscal planning and pass balanced budgets.

How will you build the coalition and political capital to enact your #1 goal?

I serve on the CCSF Ad Hoc Policy Committee, where I focus on addressing our college's accreditation findings related to board governance. I am serving on this Committee because I have a deep understanding of the Board's governing practices, the accreditation process, and the specific challenges we face. I had flagged many of the governing issues around board decision-making processes prior to ACCJC raising those issues as well. As trustees, we must ensure that our governing practices are consistent and transparent. I usually provide my concerns around issues publicly during my trustee reports, I ensure that I monitor concerns from our Participatory Governance Committee, engage with multiple stakeholders including our labor partners, and I proactively reach out to students and staff to solicit feedback.

Will the power of the office of Community College Board be enough to achieve this goal?

Yes. The warning status issued from ACCJC was related to decision-making processes by the Board. We have made progress and anticipate presenting this progress to ACCJC by March 2025.

What are your #2 and #3 policy goals?

My second policy goal is to protect and expand the Free City program and to continue to close the opportunity gap.

Will the power of the office of Community College Board be enough to achieve these goals?

The City and County of San Francisco will revise Free City's MOU this year. As the former lead analyst for this program at the Department of Children Youth and Their Families, I have an indepth understanding of Free City. I will ensure this program not only supports enrollment growth for CCSF but also brings greater support to equity populations. We have data from the last few years of the program, which provides us with the tools we need to make evidence-based decisions on how to best improve the program.

CCSF must address the opportunity gap by adhering to the Student Equity Achievement (SEA) Plan and ensuring that students reach their goals. City College can better support students by addressing the total cost of attendance and addressing basic needs. Improving our registration system and increasing investments in wraparound services are also critical. As Chair of Student Success and Policy, I have called for frequent reports on the SEA Plan. I identified issues related to "holds" on student accounts and successfully advocated for the elimination of $2.1 million in student debt, resulting in hundreds of students, primarily students of color re-enrolling.

Executive experience

Please describe your experience running or governing large organizations, managing teams (including hiring, firing, and performance management), driving cultural change and clear communication throughout all levels, effective financial management (budgets, reporting, audit, etc.), and any other relevant experience.

My tenure has been marked by a commitment to stabilizing the college's budget, ensuring compliance with accreditation standards, and addressing the opportunity gap. I have actively participated in the hiring and performance evaluation of the chancellor, ensuring that our leadership team is effectively advancing the college's goals. I also have experience overseeing and managing the entire Free City College Program for the Department of Children, Youth, and Their families.

Please describe a time when you had an underperforming subordinate and how you handled the situation, including (and especially) how you were able to increase their performance.

Note: Please remember that this questionnaire will be public, so do not include any personally identifiable information.

As a former teacher, I try my best to adopt a lens that makes room for growth and that I provide the individual with the tools, training, feedback, and resources to set them up for success. In the past, when I came across this issue, I tried to first learn if the individual was experiencing any personal hardship, which was impacting their performance. We then came up with a plan together for additional training opportunities and more frequent performance check-ins.

Please describe a time when your organization faced an extreme challenge and how you got the organization through it.

When City College of San Francisco faced a severe financial crisis, threatening its accreditation and future, I took decisive action to address the challenge. We were dealing with significant budget deficits and pressures from the Accrediting Commission for Community and Junior Colleges (ACCJC). I prioritized stabilizing our budget by making tough decisions and implementing cost-saving measures.

Recognizing that financial stability alone wouldn't resolve the issue, I pushed for increased transparency and accountability in our operations, advocating for an ad hoc policy committee and an external evaluation of our governing processes. To support our students, I also led efforts to forgive $2 million in student debt, which allowed over hundreds of students to re-enroll. These steps were crucial in setting CCSF on a path to recovery.

The Issues

Next, we will cover the issues that voters tell us they care about. We hope to gain a better understanding of your policy positions, and we hope that you use this opportunity to communicate with voters.

Budget

Please describe the current budget allocation of CCSF.

The total revenue is approximately $304.3 million and we anticipate a balanced budget. Our total unrestricted fund budget at CCSF is $212.7 million. This includes State Revenue ($107.2 million or 50.3%), Local Revenue ($85.6 million or 40.2%), and Parcel Taxes ($19.8 million or 9.3%), with unrestricted fund representing 69.8% of total revenue.

In your own words, please describe the nature of City College's budget situation. Is it in crisis? Where does it fall short of what students need? What are the reasons for those shortfalls?

City College of San Francisco's budget situation has been challenging, though not necessarily in a state of crisis at present due to previous preventative measures. Several factors contribute to these financial shortfalls. Declining enrollment, influenced by the COVID-19 pandemic and changing job market conditions, has reduced revenue. Addressing these challenges requires a balanced approach: enhancing revenue sources, optimizing budget management, and ensuring that funding priorities align with student needs and institutional goals.

There has been significant progress made in improving City College's fiscal situation, but the next few years are critical in ensuring this progress is maintained. As we build a budget for sustainable enrollment growth, we must in the short-term review our discretionary funding, improve the efficiency of categorical funding use, analyze potential cost savings from vacant positions, enhance fundraising efforts and marketing, and explore additional revenue streams. Addressing the total cost of attendance is also important for students and increasing investments in wraparound services to ensure student success. While Free City is beneficial, covering $46 per unit, it does not fully account for the costs of books, transportation, housing, and food. We need to continue to improve our philanthropic fundraising efforts and be innovative in providing out students with additional financial supports to achieve their dreams.

One reason for City College's budget concerns is declining enrollment. What will you do, as a Board of Trustees member, to boost enrollment?

Opportunity cost is a significant consideration for students deciding whether to pursue higher education. Many community colleges across California, including CCSF, have seen declining enrollment in recent years. This trend has been influenced by several factors, including disruptions caused by the COVID-19 pandemic, demographic shifts, and challenges related to access, affordability, and perceptions of value further affect enrollment.

It is imperative we prioritize growing enrollment sustainability. We must also ensure that students who enter City College, achieve their goals, whatever they may be. CCSF must continue to invest in wraparound services and strengthen our early alert systems to better support equity populations. Improving our outdated registration system is critical to easing the enrollment process. The Board has recently set aside funds for this, and we expect the new system to go live in Summer 2025.

In your opinion, does the "Free City" program, which provides free tuition to San Francisco residents, meaningfully impact City College's budget? If so, how? If not, why not?

Yes, the "Free City" program significantly impacts CCSF's budget - but in a positive way. The program not only makes higher education accessible to a broader segment of San Francisco's population, but it also contributes to enrollment growth, which is crucial for the college's funding under the state's funding formula. In 2022-2023, nearly 17,000 San Franciscans participated in Free City, with notable positive effects on student behavior, including increased unit loads and higher pass rates. This indicates that Free City is not just a financial benefit for students but also a strategic tool for boosting overall enrollment and student success at CCSF.

Accreditation

City College faces a loss of its accreditation, putting the education of its students at risk. In your view, why hasn't the accreditation crisis been solved?

During my time on the Board, I have made tough decisions to prioritize financial and organizational stability at CCSF. I am not willing to risk the College's accreditation, there was permanent damage done to the college in 2012 due to the crisis and CCSF's enrollment and reputation has still not recovered.

City College has made great strides in improving its enrollment, we are seeing a growth that is leading the state average, and there are stronger financial controls in place.

What needs to be done to solve the accreditation crisis?

We must develop a realistic three- to five-year strategy to increase enrollment, optimize resource allocation, and ensure financial stability. I serve on the CCSF Ad Hoc Policy Committee, where I focus on addressing our college's accreditation findings related to board governance.

What role does the Board of Trustees play in solving this?

The Board must ensure that the college's financial decisions are made with long-term stability in mind. This involves approving budgets that are realistic, sustainable, and aligned with the institution's strategic goals. The Board is responsible for setting policies and ensuring that these policies are followed. This includes holding the Chancellor accountable for implementing Board policies without interference, as well as upholding governance practices that support accreditation standards. The Board must take the lead in addressing the ACCJC's concerns by implementing the recommendations provided and continuously monitoring progress towards meeting accreditation standards. This includes regular assessments of financial health, governance practices, and overall institutional effectiveness.

Chancellor

In your opinion, is the Chancellor doing a good job?

Chancellor Mitchell Bailey has strong credentials and I have enjoyed working with him. He has shown a proactive approach in addressing the budget challenges and other critical issues facing City College. His focus on transparent communication and collaboration with key stakeholders, including the board, faculty, and student representatives, has been a positive step forward. However, it will be essential to closely monitor his strategies and their outcomes over the coming months to ensure they align with the college's long-term goals and accreditation requirements.

As a Trustee, how would you ensure the Chancellor is focusing on the right issues?

The Board need to develop goals that align on their vision for City College; at the same time, the Chancellor needs to set goals that also aligns to his vision - both of which should at the end be nearly the same. This vision must also be aligned with our institutional goals. This is how the Board and Chancellor can ensure that the issues being focused are the right ones leading City College in the short and long term.

How has the current Board of Trustees helped or hindered the Chancellor?

The role of the Chancellor is to manage the day-to-day operations of CCSF, implement the policies set by the Board, and provide leadership in achieving the institution's strategic goals. The Board's role, on the other hand, is to govern by setting those strategic goals, approving budgets, and ensuring the college's overall direction aligns with its mission. While the Board provides oversight and holds the Chancellor accountable, it should not interfere with the execution of operational decisions, which are the purview of the Chancellor. A clear boundary between governance and management must be maintained to ensure that each role functions effectively without overstepping its authority.

I believe that additional training for the Board, a stronger onboarding process immediately after they are sworn in, and taking stronger actions to revise Board policies that helped to limit confusion on roles, responsibilities, and expectations in Board processes.

Should the Board of Trustees retain or fire Chancellor David Martin?

CCSF has had over 10 chancellors in the last 12 years, this high turnover has led to instability at the college. Although I supported the retention of Chancellor Martin, he is no longer with the college and we have a new interim Chancellor Bailey. I have enjoyed working collaboratively with him so far.

Curriculum

What can the Community College Board do to improve student performance at City College?

We need to continue to monitor the Student Equity Achievement Plan, increase funding for wraparound support systems, strengthen our early alert system, and address total cost of attendance for students.

Are students graduating with the skills necessary to obtain a good job? Why or why not?

City College of San Francisco receives approximately $4 million annually for the Strong Workforce Program (SWP) to increase enrollments, completions, student employment outcomes and continued responsiveness to industry skills and labor market projections. The previous SWP cycle (2020-2023) saw significant accomplishments, including increased student employment positions, internships, apprenticeships, and job placements.

CCSF can be more effective in strategic partnerships for increased paid work-based learning opportunities, and to provide additional support to students as they navigate Career Technical Education programs.

What is the City College curriculum lacking which the Board could rectify?

There are processes that must be maintained when it comes to curriculum design and development. Board members should share their vision and priority around certain course offerings but to also respect existing operational practices in achieving that vision. The Participatory Governance Committee is an important part of the decision-making processes at CCSF. Additionally, through 10+1, Academic Senate provides recommendations with respect to academic and professional matters.

Personal

Tell us a bit about yourself!

I was born and raised in SF in D11. I have a background in education policy. I am an animal lover. I'm a proud Auntie to two nieces. I love burritos from El Farrolito, vegan only!

What is your professional background?

I have over a decade of experience working in education, both in the classroom as a teacher and on policies that impact schools. I hold a Master's in Education Policy from Columbia University, where I focused on higher education systems. My career has included roles such as a legislative advisor on the Board of Supervisors for former Board President Malia Cohen. I also previously oversaw the entire Free City College Program as the Senior Analyst at the Department of Children Youth and Their Families.

Are you currently or formerly enrolled at City College, and/or do you have any children who are currently or formerly enrolled at City College?

Yes, my entire family, including myself, has attended City College of San Francisco. Growing up just blocks away from the Ocean Campus, City College has been a crucial part of my life and community.

How long have you lived in San Francisco? What brought you here and what keeps you here?

I was born and raised in San Francisco and have lived here my entire life. I love giving back and serving a city that has given me so much. My values around community are shaped by my experiences growing up in SF.

What do you love most about San Francisco?

I can go anywhere within San Francisco's 49 square miles and eat cuisines from all over the world.

What do you dislike the most about San Francisco?

The weather

Tell us about your current involvement in the community (e.g., volunteer groups, neighborhood associations, civic and professional organizations, etc.)

I still volunteer with Emerge and Coro Women In Leadership. I volunteer at an animal sanctuary called Preeti Rang.

I am a member of the United Democratic Club and Alice B. Toklas Democratic Club.

Thank you

Thank you for giving us your time and answering our questionnaire. We look forward to reading your answers and considering your candidacy!