Early attempts to clarify the roles surfaced shortly after AB 1725, the legislation implementing shared governance, passed more than 10 years ago. But the movement was ill-defined and raised more questions than answers. Recently, however, the idea of defining the roles of the Academic Senate and the union has received renewed attention as shared governance has matured.
Management wants the ability to operate in clearly defined parameters.
When it comes to specific chores, the administration prefers to rely on a single entity, either the union or the senate for clearcut approval for plans and projects. One of the goals of management is to pursue the path of least resistance to accomplish its desires. In some places, the district management knows that negotiation with the union is the accepted path to attaining district priorities. Negotiations often mean having to deal with more than concepts and gossamer ideas and having to delve into specifics such as budget, salaries and working conditions. Take for example a district in Northern California that wanted to build an addition to the library by using general funds.