1. Optimize faculty load & course scheduling Summary of Recommendations
Base load calculations on contact hours
Make one lab contact hour equivalent to one lecture contact hour
Standardize course capacities system-wide based on evidence-based pedagogical recommendations, allowing for differences across disciplines
Require sections to have a minimum enrollment of 60% of median capacity, with exceptions requiring approval of Vice President for Instruction
Require approval of Vice President for Instruction for sections with enrollment greater than 150% of median capacity
Eliminate discounted compensation for small group instruction (SGI)
Standardize compensation for large group instruction (LGI) across modalities, disciplines, and colleges to provide faculty with a stipend (versus additional load) if their average utilization across all of their sections is greater than 110%
Define regular and maximum loads based on contact hours per week for full-time faculty for all terms
Regular: Average of 15 contact hours per week between fall and spring terms
Maximum: 21 contact hours per week total across all terms
Clarify that current maximum allowable load for part-time faculty is <10 contact hours per week (be consistent in language)
Establish clear guidelines on when administrators and staff are eligible for teaching up to the maximum part-time load
Teaching during regular business hours will be part of normal job duties and will not be eligible for extra service
Teaching outside of normal business hours (as defined by DCCCD board) will be compensated at extra service rate
Define and standardize expectations for institutional service
Standardize aggregate release time budget for each college at a consistent percentage of total regular load; recommend setting initial target at 8% of total regular load
Clearly define and standardize roles that should be eligible for release time and determine load allocations for each role
Develop clear and consistent HR operating guidelines that allow faculty and staff to have a 'single source of truth' (e.g., policies, procedures, expectations)
Create a process to regularly update HR operating guidelines and communicate key concepts and changes to all stakeholders
Provide all stakeholders with easy access to and training on relevant policy information 1A
Establish clear policies 1B 1C 1D 1E 1F 1G 1H 1I 1J 1K 1L 1M 1N 1O 1P
Consistent with FLRG recommendations

2. Optimize faculty load & course scheduling Summary of Recommendations
Set clear roles and responsibilities related to faculty scheduling at the district-, college-, and discipline-level and provide network-wide training on job duties and tasks
Identify and track key metrics to measure faculty load, utilization, scheduling, and budget
Develop a dashboard and other reporting tools to track metrics and share results with key stakeholders
Cascade metrics throughout the organization and focus on reinforcing desired behaviors
Select key measures of faculty performance
Develop a process for accurately and fairly assessing faculty performance based on key measures
Adopt management practices that encourage retention of high-performing faculty, development of all faculty, and attrition of low-performing faculty that fail to develop
Evolve faculty contract options to fit the changing needs of the sector and DCCCD
Revise practices for recruiting and hiring faculty, including removing any structural barriers that may disproportionately impact diverse candidates
Eliminate policy allowing colleges to automatically roll over budget for open positions that remain unfilled
Simplify and streamline collection of data (e.g., employee records, payroll data, scheduling and enrollment) and limit manual entry and exceptions (e.g., one electronic form for employee contracts, standardized options for release time)
Build connected and automated data infrastructure that links HR, payroll, and scheduling systems, and provides real-time viewing of relevant data
Provide training for all employees on use and management of data systems and data tools
Set distance learning schedules across the network and consolidate under-enrolled sections
Develop a process for projecting system-wide student demand to ensure schedules meet student needs for course offerings, times, and locations and that students can graduate on time
Create an algorithm to generate a master network-wide schedule based on student demand and other inputs (e.g., room size)
Develop a process for matching faculty to schedules that allows high-performing faculty to choose classes first and provides financial incentives to teach high-demand classes
Develop a user-friendly student interface that allows students to set parameters (e.g., location, timing) when selecting their schedule 2A
Define schedule management 2B 2C 1D 3A 3B
Update HR management practices 3C 3D 3E 3F 4A
Build data infrastructure 4B 4C 5A 5B
Optimize course scheduling 5C 5D 5E