James A. Osterling
Candidate for Area 2
jimosterling@sbcglobal.net

1. Please tell us about your background and explain why you want to be a PCC Trustee.

a. I have been a University Professor for over 10 years, teaching courses in real estate development and finance in planning curriculum at the University of Southern California. I have over 35 years of experience as a financial executive. I started my career as a CPA and an auditor. I went on to become a Chief Financial Officer and board member for major Southern California companies overseeing annual budgets in excess of $500,000,000 and large complex construction projects. I then started my own financial services company 13 years ago.  I have substantial governance experience, serving with distinction on numerous Government, civic, philanthropic and corporate boards and committees.

b. I am running for PCC Board of Trustees because PCC is an extremely important institution in the Pasadena area. I want to offer my expertise in education, governance, facilities planning and construction, finance and budgeting to provide strategic policy direction and financial oversight to restore PCC to its former standing as one of the top community colleges in the nation.

2. Identify the top 5 issues you plan to address if elected and explain specifically how you plan to address them.

a. Put an end to the probation and restore PCC to full accreditation status. The report prepared by the Western Association of Schools and Colleges (WASC) Accrediting Commission describes the administrative and governance deficiencies at PCC that resulted in probation. The WASC report also provides the road map for the solutions. Personnel must be hired to fill the open administrative positions and the required administrative functions must be satisfactorily performed including planning, personnel evaluation, and code of ethics compliance. The trustees need to solicit input from the faculty and students and make decisions in an open and transparent manner.
b. Maintain fiscal discipline and restore PCC’s reserves to an adequate level without compromising the educational mission of PCC. This must be accomplished through careful budgeting that directs the financial resources towards the core teaching mission of PCC and finds cost savings in the non-core areas.
c. Centennial Master Plan – This important planning exercise must project 15+ years into the future to envision changes in delivery of education systems due to technology and other factors, demographic trends and other impacts to make certain the amount and type of facilities at PCC are adequate (but not excessive) for future needs.
d. Help degree track students obtain their AA degree in 2 years. This can be improved by providing class registration priority to in-state degree track students.
e. Improve relations between the Board of Trustees and other PCC constituents and restore confidence in the Board by the Faculty and Students. This will not be accomplished overnight. The board must include faculty and students input in their decision processes and conduct its business in a transparent manner that complies with the Brown Act.

3. Relations between the Board and faculty have fallen to a new low, ultimately impacting PCC’s Accreditation status. How will you contribute to re-establishing open and constructive dialogue with the faculty? Also, please describe how you plan to communicate with various campus constituencies: administration, faculty, staff, students, and community members.

The role of the Board is not to run the day to day operations of PCC. That is the job of the President and the executive and administrative staff. The Board members are not on campus on a day to day basis. As such, the best way for the board to improve relations with the faculty and other key constituent groups is to encourage substantive input during board meetings and in the decision making process.

4. Four votes of no-confidence against Dr. Rocha were taken by student and faculty organizations. A Campus Climate Survey was conducted. How receptive will you be to faculty and student speech expressing discontent on campus?

I helped design and initiate two successful Total Customer Satisfaction (TCS) initiatives. One of the key elements of a successful TCS initiative is the willingness to receive and even encourage customer feedback (complaints) and then use the feedback as a basis for change and improvement. Receiving criticism can be uncomfortable but is important not to be defensive if you want genuinely improve. I encourage constructive criticism and attempt to incorporate that feedback into the decision making process.

5. The Board has excluded faculty from the Presidential evaluation process. Do you feel that faculty should be included in the evaluation of the President/Superintendent?

Faculty should be invited to evaluate the President/Superintendent. The ultimate decision to hire/fire and to determine compensation and other terms of employment rests with the Board. The faculty input should be taken into consideration in the decision making process.

6. Are you in favor of larger class sizes for PCC students, as has been proposed by current PCC administrators?

As a University Professor, I recognize the impact of an overly large class size on teaching quality and attention to individual student needs. However, budget considerations and student scheduling needs must also be taken into consideration. At USC, when a class enrollment exceeds a certain size, I TA/grader is assigned to the course to assist with the grading and other administrative functions. This is a cost effective solution to help free up the teacher to still be able to devote personal attention to students.

7. The success of most PCC students is directly linked to the socioeconomic conditions in which they live. Many working class PCC students are disadvantaged by high housing costs, high unemployment, discriminatory criminal justice, low wages, and the rapidly increasing inequality of wealth in our area. What will you do to help economically disadvantaged students?

Economically disadvantaged students have the highest need for the benefits of a community college education and stand to gain the most. One intriguing proposal currently circulating today is for a free community college education for all students. It is not yet clear if that proposal will be implemented and how that proposal will be funded. Student loans and other financial assistance are available to CC students and additional financial aid could be proposed. The funding mechanisms and student loan programs are established by State and Federal Government so it is difficult for the Board of a CC to revise policies and/or create new funding programs for economically disadvantaged students.

8. The College has paid sizeable financial settlements to two past presidents, various administrators and faculty members. Additionally, it has expended unknown taxpayer funds unsuccessfully fighting a PERB decision regarding the unilateral implementation of a trimester schedule as well as an arbitration regarding unilateral implementation of larger classes. Furthermore, it has been found guilty in court of Brown Act violations. As a Trustee, what steps would you take to rein in the Board’s outsize legal expenditures and restore PCC’s collegial atmosphere and reputation in the community?

An Ounce of prevention equals a pound of cure. For starters, carefully following the Brown Act meeting requirements will reduce the potential for Brown Act violations. Seeking and following the advice of legal counsel, (both internal and outside counsel if necessary) for important and complex decisions and thoughtfully questioning and challenging that advice will help avoid expensive bad decisions. This may slow down the decision process in the short run but will save time and substantial funds in the long run. It is the job of the board to make these difficult decisions and do so in a deliberate and thoughtful manner having all the key facts available to guide the decision