Office: Community College Board
Election Date: November 5, 2024
Candidate: Heather McCarty
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
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 former community college student, and a proud product of public education from kindergarten all the way through my PhD at Berkeley. So I've experienced firsthand how accessible, high-quality education transforms lives. This inspired me to become a community college professor, dedicating my career to empowering others through education.

City College is more than just a school — it's a launchpad for dreams, where people from all backgrounds come together to learn, grow, and improve their lives. It is the best path for economic and social uplift in the city. It is a magical place.

But it is facing some challenges like (1) low student enrollments, (2) long-term financial difficulties, and (3) leadership issues. Actions of the current board have led to CCSF being placed on accreditation warning for the second time in a decade.

I am running to address these challenges and to bring (1) accountability, (2) transparency, and (3) stability to the institution. I want to bring my passion for community college education and my 18 years of experience to grow enrollment, develop long-term fiscal stability, and build and support a collaborative and inclusive governance culture at the college.

What is your #1 policy goal?

I have 3 main policy goals—grow enrollment, ensure long-term fiscal health, and provide stability in leadership—and they are all interconnected.

Goal 1: Increase Student Enrollment: Proposed Strategies

Enhance marketing efforts for CCSF's existing programs
Expand successful programs and create new ones to serve our community
Better publicize the Free City College program
Streamline registration and support services
Strengthen partnerships with SFUSD to establish clear educational pipelines
Expand dual and concurrent enrollment programs for high school students
Explore dual admission programs with San Francisco State University
Increase non-credit course offerings, including adult education and ESL programs

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

To build the coalition and political capital necessary to grow student enrollment, I will:

Engage key stakeholders: Form a task force including faculty, staff, students, and community leaders to develop a comprehensive enrollment growth strategy.
Leverage data: Present clear, compelling data on enrollment trends and their impact on CCSF's mission and financial stability to build urgency around this goal.
Align with city goals: Demonstrate how increased enrollment at CCSF supports broader city objectives like workforce development and economic growth to gain support from city officials.
Build business partnerships: Engage local businesses to create internship programs and career pathways, making CCSF more attractive to potential students.
Community outreach: Organize town halls and community events to understand barriers to enrollment and gather support for new initiatives.
Student advocacy: Work with student groups to make them partners in recruitment efforts and advocates for CCSF in their communities.
Media strategy: Develop relationships with local media to highlight CCSF's successes and the value of community college education.
Cross-institutional collaboration: Partner with SFUSD and SF State to create seamless educational pathways.
Internal alignment: Ensure all board members and key administrators understand the critical nature of enrollment growth and are aligned on strategies.
Funding advocacy: Use my coalition to advocate for maintaining and expanding programs like Free City College that directly impact enrollment.
Measurable goals: Set clear, achievable enrollment targets and regularly report on progress to maintain momentum and accountability.

By building this diverse coalition and demonstrating the wide-ranging benefits of increased enrollment, I aim to create the political will necessary to implement effective growth strategies and secure the resources needed for their success.

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

The power of the Community College Board alone is not sufficient to achieve the goal of growing student enrollment. However, it provides a crucial platform from which to catalyze and guide collective action towards this goal. Here's how I would leverage the Board's authority:

Policy Direction: Use the Board's policy-making power to prioritize enrollment growth in CCSF's strategic plan and resource allocation.
Fiscal Oversight: Ensure budget decisions support enrollment initiatives while maintaining fiscal responsibility.
Chancellor Guidance: Work with fellow Board members to set clear expectations for the Chancellor regarding enrollment growth strategies.
Community Representation: Utilize the Board's position to build coalitions with community leaders, local businesses, and other educational institutions.
Advocacy: Leverage the Board's voice to advocate for supportive legislation and funding at local and state levels.
Accountability: Implement regular reviews of enrollment data and strategies, holding the administration accountable for progress.

While respecting the distinction between Board and Chancellor roles, I would:

Collaborate closely with the Chancellor to align our vision for enrollment growth.
Ensure the Board provides the necessary resources and policy framework for the Chancellor to implement effective strategies.
Foster partnerships beyond CCSF that the Chancellor can operationalize.

Ultimately, achieving significant enrollment growth will require a concerted effort from the entire CCSF community and beyond. The Board's role is to set the direction, provide resources, and build external support, while the Chancellor and their team implement the day-to-day strategies. By working in tandem and leveraging our respective strengths, we can create the conditions necessary for successful enrollment growth.

What are your #2 and #3 policy goals?

Goal 2: Ensure Long-Term Fiscal Health: Proposed Strategies

Maintain a balanced budget while prioritizing student learning
Align with the Student Centered Funding Formula
Implement strategic enrollment management to balance credit and non-credit revenue streams
Establish transparent and inclusive budget forecasting processes
Ensure efficient and effective use of resources to support student success

Goal 3: Promote Stable Leadership and Create a Culture of Collaboration: Proposed Strategies

Address the concerns raised by the accreditors from the Association of Community Colleges and Junior Colleges(ACCJC) and ensure CCSF's accreditation.
Provide ongoing training for board members on roles and responsibilities
Foster a collaborative culture that includes all stakeholders in decision-making
Improve communication between administration and the community
Support diverse student populations, including immigrant, BIPOC, and LGBTQ+ students
Prioritize hiring and retention of diverse faculty, staff, and administrators
Address infrastructure concerns, including building maintenance and sustainability

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

The power of the Community College Board alone is not sufficient to fully achieve the goals of long-term fiscal stability and promoting stable leadership with a culture of collaboration. However, the Board plays a crucial role in setting the foundation for these outcomes. Here's how I would leverage the Board's authority towards these goals:

For long-term fiscal stability:

Policy-making: Establish policies prioritizing fiscal responsibility and long-term planning.
Budget oversight: Rigorously review and approve budgets aligned with long-term stability.
Accountability: Require regular financial reports and audits.
Strategic planning: Ensure the college's strategic plan includes robust financial sustainability measures.

For stable leadership and collaborative culture:

Chancellor selection and evaluation: Choose a Chancellor committed to collaboration and stability, and evaluate their performance on these criteria.
Policy framework: Create policies that promote shared governance and collaborative decision-making.
Board conduct: Model collaborative behavior in Board interactions and decision-making processes.
Professional development: Support ongoing training for Board members, administrators, and faculty in effective governance and collaboration.

While the Board can set the stage, achieving these goals requires buy-in and effort from all stakeholders - administrators, faculty, staff, and students. The Board's role is to create the conditions and expectations for success, while respecting the Chancellor's authority to implement day-to-day operations.

As a Trustee, I would work to build consensus among Board members, foster open communication with the Chancellor, and engage with the broader CCSF community to create a shared vision of fiscal stability and collaborative leadership. This approach, while not guaranteeing success, maximizes the Board's influence in moving CCSF towards these critical goals.

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.

While my direct experience running large organizations is limited, my 18-year career in community college education has provided me with valuable skills and experiences relevant to governing an institution like CCSF:

Leadership Roles: I've served in numerous leadership positions within my college's faculty union and Faculty Senate, gaining experience in collaborative decision-making and policy implementation.
Team Management: I've been responsible for hiring, mentoring, and evaluating faculty. This includes addressing performance issues. In my capacity as a union representative, I have handled grievances and issues related to harassment, Title IX, etc.
Cultural Change: I've led initiatives to promote equity and inclusion in curriculum and hiring practices, demonstrating my ability to drive cultural change within an institution.
Communication: My experience in shared governance has honed my skills in clear, effective communication across all levels of the college, from students to administration.
Financial Management: As a member of my college's Budget Committee, I've gained insight into the complexities of community college finance, including budget development, resource allocation, and fiscal reporting.
Accreditation Experience: I've been deeply involved in accreditation processes, which require comprehensive understanding and management of all aspects of college operations.
Project Management: I've led cross-functional teams in curriculum development and program review, demonstrating ability to manage complex, long-term projects.
Conflict Resolution: My role as union negotiator has given me experience in handling sensitive issues and finding mutually beneficial solutions in challenging situations.
Strategic Planning: I've participated in developing and implementing strategic plans at the department and institution level.
Community Partnerships: I've worked to establish and maintain partnerships with local businesses and community organizations, enhancing educational and career opportunities for students.
Growth Creation: I co-founded and co-direct an academic center. This involves programming, grant making, budget management and oversight.

While these experiences may not directly parallel running a large organization, they have equipped me with the collaborative leadership, financial acumen, and strategic thinking skills necessary for effective governance of CCSF. I'm committed to continuous learning and would leverage these skills while working closely with experienced administrators and fellow board members to guide CCSF effectively.

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.

As a community college professor, I often encounter underperforming students. One particular instance stands out:

I had a student who was consistently submitting assignments late and seemed disengaged during class discussions. To address this:

I scheduled a private meeting to understand any underlying issues. I learned they were struggling with time management due to work commitments and family responsibilities.
Together, we created a structured study schedule, breaking assignments into manageable chunks that fit around their other obligations.
I provided clearer expectations and rubrics for assignments to help them focus their efforts more effectively.
We set up regular check-ins to review progress and address any challenges promptly.
I offered guidance on effective time management strategies and helped prioritize academic tasks.
To increase engagement, I assigned the student specific topics to research and present in class, aligning with their interests and strengths.
I provided regular constructive feedback, acknowledging improvements and offering suggestions for growth.

Over the semester, I saw significant improvement. The student's work became more timely and thorough, and their classroom engagement increased noticeably.

This experience reinforced the importance of understanding individual student circumstances, clear communication, structured support, and regular feedback in improving performance.

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

During the Great Recession, California Community Colleges faced massive, unexpected budget cuts year after year. Many colleges were forced to cut classes, lay off faculty and staff, and limit student enrollment due to state funding caps.

As Chief Negotiator for my union during this challenging period, I took the following actions:

Proactive Collaboration: Recognizing that siloed approaches would lead to layoffs, I initiated cross-union collaboration by organizing meetings with various campus unions.
Data-Driven Decision Making: I worked with our budget committee to model various scenarios, providing a factual basis for discussions.
Equitable Burden Sharing: We proposed proportional cuts across all units, allowing each to determine how best to serve their members while sharing the burden equally.
Creative Problem-Solving: Instead of layoffs or pay cuts, we implemented:
- Two-day short-term furloughs
- One-year COLA deferment
- Hiring freeze
- Early retirement incentives
Transparent Communication: I ensured clear, ongoing communication with all stakeholders about the challenges and proposed solutions.
Long-term Perspective: Our approach focused on maintaining workforce stability and institutional capacity for future recovery.

Outcome:

We successfully avoided layoffs and pay cuts, unlike many other colleges.
We maintained our ability to serve students effectively despite budget constraints.
We fostered a culture of collaboration that persisted beyond the immediate crisis.

This experience demonstrated the power of collaborative leadership, data-driven decision-making, and creative problem-solving in navigating extreme challenges. These are skills I would bring to the CCSF Board to address current and future challenges.

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.

Information below was taken from the 2024-25 Tentative Budget for CCSF. It was compiled in conjunction with Ruth Ferguson and Luis Zamora, who are running on a slate with me.

Total revenues of approximately $304.3 million with projected expenses of $310.6 million.

While expenditures are projected to exceed revenue by $6.3 million, this is due to Capital Outlay spending, which will be absorbed by the fund balance for this account.

69.8% of Total Revenue = $212.7 million
It is attributable to the Unrestricted General Fund and local revenue with $212.7 million in projected expenses.
This revenue is made up of:
- State Revenue ($107.2 million or 50.3%)
- Local Revenue ($85.6 million or 40.2%)
- Parcel Taxes ($19.8 million or 9.3%). It is 69.8% of total revenue.
  
  30.2% of Remaining Total Revenue = The remaining balance of $91.6 million
Consists of Restricted General Fund, Child Development, Cafeteria, Capital Outlay, SelfInsurance, Department and Agency, Associated Students, Scholarships, and Financial Aid funds that support 75 categorical programs and services.

Of the projected unrestricted general fund and parcel tax expenses:

34% is for Certificated salaries
21% for Classified salaries
3% for Administrator salaries
28% for benefits
0.5% for Supplies
8% for Operating expenses
0.8% for Operational Equipment
4% for transfers and other adjustments.

Total expenses for these categories are approximately 3% below unaudited expenses for the 2023-24 year.

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 (CCSF) is currently funded under a "hold harmless" provision of the Student Centered Funding Formula (this is what the state uses to fund Community Colleges):

They receive funding as if serving 22,309 Full Time Equivalent Students (FTES)
Last year, they only served 14,106 FTES
1 FTES = 15 units of instruction (e.g., 5 students each taking one 3-unit class)

Since 2018-19, CCSF has received over $55 million for thousands of unserved students. Their budget is balanced with the required 5% state reserve, largely due to this surplus funding.

The "hold harmless" provision ends in 2025-26. If CCSF doesn't align with the Student Centered Funding Formula by then:

Their 2025-26 funding will be frozen at the 2024-25 level
This amount will remain fixed (without COLA) until they grow to serve 22,309 FTES

While funding may be frozen, expenses will continue to rise:

Increasing costs: STRS, PERS, step-column, OPEB liabilities, etc.
To comply, CCSF needs to enroll more students
This requires finding funds to pay faculty for teaching additional students

My vision for fully funding CCSF is to ensure stable, sustainable, and diverse revenue streams that support high-quality education and services for all students. While many funding decisions are made by other entities, the Board of Trustees can take strategic actions to support this vision:

State Advocacy:

Actively lobby state legislators and local officials for increased funding and support.
Collaborate with other community college districts to advocate for favorable changes to the Student Centered Funding Formula.

External Resource Generation:

Explore innovative funding models and grant opportunities to supplement state funding.
Encourage the development of revenue-generating programs that align with community needs.
Develop partnerships with local businesses and industries to create additional revenue streams and enhance workforce development programs.

Internal Resource Management

Employ enrollment management strategies to more efficiently and effectively balance credit and no-credit courses.

Maintain Free City and Community Engagement:

Ensure Free City is maintained
Increase transparency about CCSF's financial situation to build public trust and support.
Engage with the San Francisco community to demonstrate CCSF's value and garner support

By focusing on these areas, the Board can play a crucial role in securing CCSF's financial future, despite limitations on direct funding decisions. The goal is to create a financially stable institution that can consistently deliver high-quality education to our diverse student body.

More importantly, if CCSF cannot achieve financial stability, the State Chancellor's office will return CCSF to its enhanced fiscal monitoring status and eventually take over. The State Chancellor's office is focused on turning community colleges into junior colleges. CCSF will lose its programming that isn't focused on degree completion, including important non-credit programming like ESL courses.

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

As noted earlier, I will advocate that CCSF employ the following strategies:

Enhance marketing efforts for CCSF's existing programs
Expand successful programs and create new ones to serve our community
Better publicize the Free City College program
Streamline registration and support services
Strengthen partnerships with SFUSD to establish clear educational pipelines
Expand dual and concurrent enrollment programs for high school students
Explore dual admission programs with San Francisco State University
Increase non-credit course offerings, including adult education and ESL programs

It is important to remember that the Board of Trustees may not interfere in the daily operations of the college (See more on this in later questions).

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?

The "Free City" program has a nuanced impact on City College's budget. In terms of direct financial impact, the program doesn't increase or decrease CCSF's revenue, as it simply changes who pays the tuition - the City instead of students. CCSF receives the same amount per student, regardless of whether the fees are paid by students or reimbursed by the City. However, the program has the potential to indirectly impact CCSF's budget positively by increasing enrollment. Higher enrollment leads to increased state apportionment funding, which is the primary source of CCSF's revenue. By removing financial barriers, the program may allow students to take more courses, potentially increasing the college's full-time equivalent student (FTES) count. In conclusion, while "Free City" doesn't directly impact CCSF's budget through tuition revenue, its potential to drive enrollment makes it a meaningful factor in the college's overall financial picture. The key is leveraging this program effectively to maximize student participation and, consequently, state funding.

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?

City College of San Francisco (CCSF) is currently facing accreditation challenges, but it's important to clarify that the college is not at immediate risk of losing its accreditation. CCSF is on warning status, which is less severe than previous accreditation crises the institution has faced. The college has until March 2025 to address the concerns raised by the Accrediting Commission for Community and Junior Colleges (ACCJC).

The accreditation issues haven't been fully resolved yet for several reasons. Primarily, the warning status is relatively recent, and addressing systemic issues takes time. College-wide task forces are currently working on the three main areas of concern identified by ACCJC. However, the Board of Trustees' slow initial response to the warning has been a significant factor in delaying progress. This slow response has caused frustration within the college community, as evidenced by public comments at Board meetings, the Academic Senate President's reports, and the Academic Senate's censure of the Board.

The current warning status is particularly concerning because it stems from issues with the Board of Trustees itself, rather than broader institutional problems. This situation highlights the critical role of effective governance in maintaining accreditation standards.

Moving forward, it's crucial for the Board to demonstrate a commitment to addressing ACCJC's concerns promptly and thoroughly. This will require improved communication, a willingness to implement necessary changes in governance practices, and a focus on long-term institutional stability. While the March 2025 deadline provides time for improvement, sustained effort and collaboration across all levels of the institution will be necessary to fully resolve these accreditation challenges.

What needs to be done to solve the accreditation crisis?

The ACCJC identified three areas that needed to be addressed:

(1) the board's failure to follow its own policies and bylaws.

(2) the board's failure to respect the chancellor's authority.

(3) board failure to consider the college's long-term financial health.

Each one of these items needs to be specifically addressed with an itemized plan to remedy the issues. As such, CCSF's report to the ACCJC in March 2025 should likely include the following key elements:

Improved Financial Decision-Making:

Evidence of long-term financial planning and analysis
Documentation of board decisions that prioritize the college's long-term financial health
Detailed budget projections and sustainability plans
Clear plan for coming into alignment with the SCFF.

Board Compliance with Policies and Bylaws:

A comprehensive review of all board policies and bylaws
Evidence of consistent adherence to these policies in board meetings and decisions
Any updates or revisions made to policies to improve governance
Comprehensive plan for board training and ongoing professional development.

Chancellor Autonomy:

Clear delineation of roles between the board and the chancellor
Evidence of the board allowing the chancellor to implement policies without interference
Examples of improved communication and collaboration between the board and chancellor

Retiree Health Fund Management:

A detailed plan for responsibly funding the retiree health fund
Evidence of increased contributions beyond the legal minimum
Long-term projections for the fund's sustainability

Governance Improvements:

Documentation of board training and professional development activities
Implementation of any new oversight mechanisms or committees
Evidence of improved decision-making processes

Progress Metrics:

Quantifiable measures showing improvement in areas of concern
Comparison of current practices to those at the time of the warning

Stakeholder Engagement:

Evidence of increased transparency with faculty, staff, and students
Documentation of efforts to involve the college community in addressing these issues

Action Plan:

A detailed timeline for addressing remaining issues
Specific, measurable goals for continued improvement
Identification of responsible parties for each action item

External Review:

Results of any external audits or consultations conducted to address the identified problems

Sustainability Measures:

Plans to ensure that improvements are long-lasting and not just temporary fixes

The report should be comprehensive, providing clear evidence of the steps taken to address each of the ACCJC's concerns, while also demonstrating a commitment to ongoing improvement and long-term stability for CCSF.

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

Given that CCSF is on warning exclusively because of the actions of the current Board of Trustees, they are the actors that need to demonstrate how they will:

(1) be able to follow their own policies and bylaws going forward.

(2) respect the chancellor's authority going forward.

(3) consider the college's long-term financial health going forward.

As noted in the previous question, the report to ACCJC needs to include the items listed above.

Chancellor

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

Chancellor Mitch Bailey's tenure is still in its infancy, having commenced just this summer. Based on my observations at Board of Trustee meetings and the recent retreat, I find his initial performance promising. He appears to bring valuable insights and a fresh perspective to the role. However, I believe it would be premature to form a definitive opinion on his overall effectiveness at this stage.

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

The Chancellor and Board have distinct, complementary roles that must be respected to ensure effective governance. As a Trustee, I would ensure the Chancellor focuses on the right issues by:

Setting clear priorities: Work with fellow board members to establish and communicate clear, measurable institutional priorities aligned with CCSF's mission and strategic plan.
Regular evaluation: Implement a structured, ongoing evaluation process for the Chancellor that includes specific performance metrics tied to these priorities.
Data-driven oversight: Request regular reports and data on key performance indicators to monitor progress on critical issues.
Open communication: Establish regular, structured communication channels between the Board and Chancellor to discuss progress, challenges, and emerging issues.
Community input: Ensure community and stakeholder concerns are effectively communicated to the Chancellor while respecting their operational autonomy.
Policy alignment: Craft and update policies that guide the Chancellor's focus towards critical areas like student success, fiscal stability, and accreditation compliance.
Professional development: Support the Chancellor's ongoing professional development to stay current with best practices and emerging trends in community college leadership.
Collaborative goal-setting: Engage in annual goal-setting sessions with the Chancellor to align Board expectations with operational realities.
Crisis preparedness: Ensure the Chancellor has robust plans for potential crises or significant challenges facing the institution.
Respect boundaries: While providing this guidance, I would be careful to avoid micromanagement, respecting the Chancellor's authority in day-to-day operations.

This approach balances the Board's oversight responsibility with the Chancellor's operational autonomy, ensuring focus on the right issues while maintaining effective governance structures.

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

The interim Chancellor's tenure is too short for me to grasp if the Board of Trustees have hindered or helped him. CCSF was sanctioned by the ACCJC in January for interfering with Chancellor Martin's authority,

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

Chancellor Martin announced his plans to leave CCSF in September 2023. He is now employed at Sierra College.

Curriculum

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

The CCSF Board of Trustees can take several actions to improve student performance at City College:

Data-driven decision making: Regularly review and analyze student performance data to identify areas of concern and opportunities for improvement.
Resource allocation: Ensure that resources are strategically allocated to support student success initiatives, such as tutoring services, counseling, and academic support programs.
Policy development: Create and update policies that promote student success, such as those related to academic progress, support services, and student engagement.
Accountability measures: Establish clear performance metrics and hold the administration accountable for meeting these goals.
Professional development: Support ongoing professional development for faculty and staff focused on improving teaching and learning outcomes.
Technology infrastructure: Invest in technology that enhances the learning experience and provides students with the tools they need to succeed.
Partnerships: Foster partnerships with local businesses, universities, and community organizations to create more opportunities for internships, mentorships, and career pathways.
Equity focus: Ensure that equity considerations are at the forefront of all decisions, addressing achievement gaps among different student populations.
Student support services: Advocate for comprehensive support services, including mental health resources, childcare, and financial aid assistance.
Curriculum relevance: Encourage regular curriculum review to ensure programs are aligned with current workforce needs and transfer requirements.
Retention strategies: Support the development and implementation of targeted retention strategies, especially for at-risk students.
Board education: Commit to ongoing education for board members about best practices in community college governance and student success strategies.
Community engagement: Engage with the community to understand local needs and ensure City College's offerings are relevant and accessible.
Fiscal oversight: Ensure sound fiscal management so that resources are available to support student success initiatives.

By focusing on these areas, the Board can create an environment that supports and enhances student performance, while respecting the distinct roles of the Board, administration, and faculty in the governance of City College.

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

The success of City College of San Francisco (CCSF) graduates in obtaining good jobs varies across programs and depends on several factors. Many CCSF programs, particularly in healthcare, technology, and skilled trades, are designed to align with local job market needs. Some departments have strong connections with local industries, providing internships and job placement opportunities. While CCSF strives to equip students with necessary skills, there's always room for improvement.

To enhance graduate employability, the Board could:

Regularly review labor market data to ensure program offerings align with job market demands.
Strengthen industry advisory boards across all career-oriented programs.
Invest in up-to-date technology and equipment for hands-on learning.
Expand internship and work-based learning opportunities.
Enhance career services and job placement support.
Encourage the integration of soft skills development across the curriculum.

It's important to note that "good job" is subjective and can vary based on individual student goals. Some students aim for immediate employment, while others use CCSF as a stepping stone to further education. A comprehensive assessment of graduate outcomes, including employment rates, salary data, and student satisfaction surveys, would provide a more accurate picture of how well CCSF is preparing students for their chosen paths.

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

As a Board of Trustees member, it's important to recognize that curriculum development is primarily the responsibility of faculty. The Board's role is to provide overall direction and ensure that the curriculum aligns with the college's mission and meets community needs. However, based on my understanding of CCSF and broader trends in community college education, I can suggest areas where the Board could provide guidance and support for curriculum enhancement:

Workforce Alignment: The Board could encourage stronger partnerships with local industries to ensure that career and technical education programs are up-to-date and meeting current job market demands.
Technology Integration: Support initiatives to expand digital literacy across all programs and increase offerings in emerging tech fields like artificial intelligence, data science, and cybersecurity.
Equity and Inclusion: Advocate for curriculum that reflects the diversity of San Francisco and incorporates multicultural perspectives across disciplines.
Sustainability Education: Encourage the integration of sustainability concepts across various programs, given the growing importance of environmental issues.
Interdisciplinary Approaches: Support the development of interdisciplinary programs that prepare students for the complex challenges of the modern world.
Adult Education: Ensure robust offerings for adult learners seeking to retrain or upskill, particularly in evening and weekend formats.
Transfer Pathways: Strengthen articulation agreements with four-year institutions and ensure clear transfer pathways in all major fields of study.
Soft Skills Development: Emphasize the integration of critical thinking, communication, and teamwork skills across the curriculum.
Community Engagement: Support service-learning and community-based projects as part of the curriculum to enhance student engagement and community connections.
Flexible Learning Options: Encourage the development of more hybrid and online course offerings to increase accessibility for diverse student populations.

The Board's role would be to set strategic priorities, allocate resources, and create policies that support these curriculum enhancements, while respecting the faculty's expertise and authority in curriculum development.

Personal

Tell us a bit about yourself!

What is your professional background?

I began my education journey as a concurrently enrolled high school student at Rancho Santiago Community College in southern California. I went on to earn my BA in History and African American Studies from UCLA and my MA and PhD in History from UC Berkeley. I have personally experienced the transformative power of accessible education and have dedicated my professional life to ensuring that others may as well.

As a Professor of History and Gender and Women's Studies at Ohlone College since 2006, I've demonstrated a strong commitment to education and equity. I co-founded and co-direct the Lytton Center, focusing on access, inclusion, equity, service, and justice. My leadership experience includes key roles in the Faculty Senate and faculty union, where I served as chief negotiator and established Interest Based Bargaining, fostering collaborative problem-solving. I've also built a cross-union coalition, enhancing campus-wide cooperation.

My financial expertise stems from serving on the Ohlone College Budget Committee, providing insight into community college fiscal challenges. My financial acumen equips me to guide CCSF towards long-term financial health.

In the community, I serve as a board member and volunteer coach for ScholarMatch, supporting underserved first-generation college students. This combination of academic, leadership, financial, and community experience uniquely qualifies me for the City College of San Francisco Board of Trustees.

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, I'm a former City College student. My journey with CCSF began 11 years ago as a struggling new mom. I enrolled in parent education courses, which not only expanded my parenting skills but also led to lasting friendships. CCSF was a lifeline during a challenging time in my life, and now I'm looking to return the favor.

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

I've called San Francisco home since 2008, but my love affair with the city began in 2004-05 when I split my time between here and San Luis Obispo. What keeps me here? The vibrant energy, the beautiful chaos, the mysterious fog, the culinary delights, and the deep sense of belonging. As a former military brat, San Francisco has given me something I've never had before – the longest stay in one place and my first true feeling of a place as home.

What do you love most about San Francisco?

What I love most about San Francisco is its rich, layered history. As a former volunteer SF City Guide for the Mission Dolores neighborhood, where I live, I've developed a deep appreciation for the city's past. Walking around my neighborhood, I'm constantly struck by the visible transitions each location has undergone. From the Mission's indigenous roots to its Spanish colonial period, from the Gold Rush era to waves of immigration, and from the counterculture movement to today's tech boom – every corner tells a story. This tangible sense of transformation makes me feel like anything is possible and reminds me that change, while sometimes challenging, can be beautiful and inspiring.

What do you dislike the most about San Francisco?

The haters – specifically, the cynics who constantly criticize without appreciating the city's uniqueness or trying to be part of the solution. If only everyone would channel that energy into actually solving our problems instead.

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

My community involvement centers on education and supporting vulnerable populations:

ScholarMatch Board Member: I serve on the board of this local non-profit, a spin-off from 826 Valencia. We assist underserved first-generation high school seniors with college preparation, applications, and financial aid, supporting them through to degree completion.
ScholarMatch Volunteer Coach: In addition to my board role, I work directly with students in the program.
Buena Vista Horace Mann Stay Over Program Volunteer: I support this initiative that aids homeless families with children in the San Francisco Unified School District.
Manny's and United Democratic Club: My daughter LOVES to do neighborhood cleanups, so we enjoy participating in those when they're offered by these two organizations.
Alta Vista School: I am actively involved in my daughter's school community.

Thank you

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

If you see any errors on this page, please let us know at contact@growsf.org.

Heather McCarty

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