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Yuba Community College District

Strategic Planning Protocol Communication

Date Group Evidence Page

10/29/2013 District Consultation and Coordination Council Team One

Review and discuss Strategic Planning Process and Resource Allocation Process

2


Provide update on the status of the Strategic Planning Protocol; clarify intended roles and responsibilities of the Budget Advisory Team

9


Charge planning teams and review Strategic Planning Process Timeline

17

March 2014 District Services Executive Team Update on Strategic Planning 24

April 2014 District Services Executive Team Update on Strategic Planning; 2014 Strategic Planning Calendar

30

May 2014 District Services Executive Team Update on Strategic Planning; 2014 Strategic Planning Calendar

38

Fall 2014 District Services Executive Team Fall 2014 Accreditation Forum Schedule 44

Fall 2014 District Services Executive Team Fall 2014 Accreditation Forum PowerPoint Presentation

48

DC3 Minutes, October 29, 2013 1

Yuba Community College District District Consultation and Coordination Council (DC3)

Minutes October 29, 2013

Members: Douglas Houston, Kayleigh Carabajal, Kuldeep Kaur, Jacques Whitfield, Angela Fairchilds, Rod Beilby, Monica Chahal, Fatima Ruiz, Janelle Eichler, Pamela Bordisso, Artemio Pimentel, Carolina Coronado, Douglas Day, Matt Clark, Donna McGill-Cameron, Greg Kemble, Elizabeth Bowman, Marisela Arce, Al Konuwa, Lisa Jensen-Martin, Karen Trimble, Molly Senecal, Sonya Horn, Robert Mathews, Martha Mills, Jim Schulte, Zulema Zermeno, Cathy Richter (Recorder)

1.

Agenda Item: Strategic Planning Process Background: In 2011 DC3 began discussions about strategic planning. After the Strategic Planning Session on December 16, 2011, Team 1 met to begin the development of a strategic planning protocol to integrate the planning processes across the District. The Strategic Planning Protocol diagram has been shared in several DC3 meetings. Purpose: Provide the updated Institutional Effectiveness Review Handbook for information. Review and discuss any questions or concerns regarding the Strategic Planning Process. Discussion: The Strategic Planning Protocol has been presented in a number of venues and was approved by DC3 earlier this year. It is coming back to DC3 for review, discussion, and questions; and now includes the Institutional Effectiveness Review (IER) Handbook. It is an annual planning cycle. Molly Senecal is the primary author of the IER Handbook which was developed in a collaborative and transparent manner. What has not been completely discussed is the appointment and charge of the three teams that will accomplish the work in the Strategic Planning Protocol (SSP). Strategic Planning Protocol Teams

• Strategic Planning Team (6-Year Cycle w/annual update) • CHEX – Comprehensive District Master Plan (CDMP) - (March-May)

• DC3 Teams • 3 PSV Teams – (November-December)

• 2 Cross-college, Cross-functional Teams • CHEX

• Annual Action Planning Team • AAPT - (October-February)

• Budget Advisory Team (Budget Summit) • BAT - (March-May)

• Institutional Effectiveness Team • IERT - (July-September)

CHEX will serve as the Strategic Planning Team that will compile the Colleges’ Educational Master Plans (EMP) and the District Services Master Plan (DSMP) into the Comprehensive District Master Plan (CDMP) that will serve as the long-range guiding plan for the District. The three Program and Service Vitality Review Teams (PSV) will be cross-college and cross-functional and will take prioritized programs and services from the Colleges’ EMPs and the District’s DSMP. Each PSV Team will then use the vitality criteria that Team 1 determined and assign scores to those programs and services. The scores from the three teams will be averaged by the Annual Action Planning Team (AAPT) and used to inform the Annual Action Plan (AAP) for the District.


The next team is the Budget Advisory Team (BAT) which for this year is the Budget Summit Committee. The AAPT will forward recommendations in the Annual Action Plan to the Budget Advisory Team that will go to the governing board for adoption. The final team is the Institutional Effectiveness Review Team (IERT) which will conduct review of our planning processes and compile the work into the Institutional Effectiveness Review (IER) Handbook. There are three components of the IER Handbook – program reviews, the planning and budgeting process, achievement of goals in the AAP, and SLO/ASUO reviews. This team will design those three instruments. DC3 is asked to read the IER Handbook and forward any questions, feedback or input to the Recorder. Q: Since there is no faculty representation on CHEX, and budget and planning processes as part of the 10+1 are in the purview of the Academic Senates, should the SSPT have a different makeup next year? Or do we assume that CHEX reporting back to DC3 fulfills that or is there another way for the Senates to be brought into that process? A: In answer to the first question, there will be a thorough review of the planning and budgeting process after the first year to see how well it worked, and changes and improvements will be based upon that review. Second, developing budgeting and planning processes are absolutely within the purview of the academic senate. We have honored that in designing this process and will rely heavily on Academic Senates in moving forward on these processes. The Comprehensive District Master Plan will basically be a clerical task for this first pilot year, lifting priorities directly out of the Colleges EMPs and the District’s DSMP. Since the Senates have direct input into the EMPs, that is what you will see in the CDMP. Afterwards, it will come back to DC3. The 10+1 for the Senate is in the design of the budgeting and planning process, but there is no express mandate that they are involved in the development of the budget and planning process itself. It will be critically important for the Senates to plan a role in the Institutional Effectiveness Review as the budget and planning process is reviewed in the design for next year. Q: My additional understanding of the work of the Program and Services Vitality Review team would be in part to identify programs that might need bolstering and provide us an opportunity to do that. The description discussed today appears that it will be to prioritize which is not how it was sold to the Academic Senate. By having two cross-college, cross-functional teams and one that is pure administration, will it favor administration views particularly when talking about programs and faculty? A: The construction of the program and services vitality criteria is designed in a way to allow capacity for those programs and services with potential that we wish to build to score very highly. It is not designed only for programs with a strong track record. The criteria have been designed to provide opportunity in the scoring to bolster those programs needing bolstering. Membership of those teams does need to be discussed, but it was not intended to have members of CHEX on the other two teams, so it would be a unique make-up of those three teams. DC3 will determine the make-up of the PSV teams and the other teams. Q: Will the rankings from the three PSV teams be re-ranked by the AAP team? A: No, they will not be re-ranked by the AAP team. The AAP team will include the rankings in the Annual Action Plan (AAP). There are three teams, CHEX and two cross-over teams. Those three rankings will go to the Vice Chancellor’s office to produce a master list of rankings that will go to the AAP Team who will put together a plan for the District of what to do next year and will be based on the averages of the three teams’ priorities. Q: Are the three teams using the same vitality information?


A: Yes, it’s a check and balance using the same information and the same rubric. Q: The Budget Advisory Team makes a cutoff on the ranking based on how much money we have, and then the IER Team decides whether it was fair or defective? A: The IER Team does both. It looks at what the goals to be accomplished were based on identified priorities and to what level, and if the budget matched those priorities, and determines that it was fair. It looks at all aspects of implementation of the Annual Action Plan and resource allocation that supports that plan.

2.

Agenda Item: Resource Allocation Process Background: In December 2009 the Ad Hoc Budget Task Force Group appointed a group to develop a Resource Allocation Model for allocation of resources among the colleges and district services. In Spring 2012, a model was developed by the Resource Allocation Committee that was piloted in developing the 2012-2013 Budget. The model was reviewed and assessed leading to the development of a revised Resource Allocation Process. Purpose: Provide detailed information on the Resource Allocation Process to DC3; discuss any questions or concerns. A history of the resource allocation process at Yuba Community College District was provided. The prior model was revenue based according to size of the colleges. The Chancellor had concerns that that model would reduce resources to one college while building the other without meeting strategic initiatives established by the governing board. The Resource Allocation Model Committee shifted to an expense-based model, which was embedded into the Strategic Planning Process. The Annual Action Plan (AAP) is forwarded to the Budget Advisory Team (or Budget Summit for this year), to review available resources as a district which would include the beginning fund balance, unrestricted ongoing base revenues, unrestricted ongoing funds (i.e. COLA – 20% available to the District and 80% available to employee groups), and unrestricted one-time funds (i.e. Growth). First, available resources are allocated to maintain an adequate fund balance; second, resources are allocated to the AAP in compliance with the guiding principles as articulated in The Fiscal Plan. Q: What is the current adequate fund balance determined by the governing board? A: AP 6305 speaks to a 6% minimal reserve plus an additional 2% for contingencies. However, the governing board has indicated an interest in having a fund balance of roughly 15% given the cash flow difficulties the District has experienced recently. The Board of Trustees determines the minimum fund balance, and the difference is allocated to the Annual Action Plan. The District needs to formulate its policy position looking at long-term revenue and expenditure projections as already addressed somewhat in The Fiscal Plan. For example, it is not a subtle statement that ongoing revenues will be tied to ongoing expenditures, and one time revenues are tied to one time expenditures; it defines how we will build our annual budgets. It is appreciated and respected that this is not well understood. Contingencies, such as the 2% mentioned above, are layered in the fund balance, because our exposure is far greater. Our exposure in overruns, etc. is closer to 5%. We have to do this work in the long term – not year to year. That’s where we’ve made egregious mistakes in our planning – basing on year to year and ignoring ongoing, e.g. increased cost for retirees in part due to increases in rates, but also due to increased number of retirees. The District has to absorb these, because there is no mechanism to fund them. Annual fixed cost increases are roughly 1.5% of the budget and most are ongoing. It is necessary to develop policy around a prudent fund balance with a long-term viewpoint. The District is meeting its cash flow by spending out of these contingency funds and reducing the fund balances, thereby exacerbating requirements for short-term borrowing and revenue shortfalls. For example, in another two months, the District will learn what its revenue shortfall for last fiscal year 2012-2013


will be, and it is estimated between $300,000 and $1.2 Million, which is not yet built into this budget projection. We can address by adjusting through either the fund balance or through kneejerk responses such as reductions in force. It is hoped that it will be a one-time shortfall that can be addressed using one-time revenues such as the fund balance, but community colleges have been cautioned that it may actually be an ongoing shortfall which will exacerbate the District’s structural deficit at roughly $1.1 Million. The Chancellor acknowledged the sensitivity of this issue and welcomed the open discussion. He also acknowledged the Board’s fiduciary responsibility to this District and the potentially uncomfortable discussions about the level of a prudent fund balance. The Strategic Planning Protocol gives the District the capacity to reduce and reallocate resources on a programmatic level. Under the previous model of allocating resources based on size during budget cuts, the District was forced to reduce unilaterally across-the-board, and conversely, when there was growth opportunity, it was dribbled out without allowing an opportunity to launch new programs or to allocate to those programs deemed to be strategic for the District. The Chancellor acknowledged that it is true in this protocol we could starve a program, but having said that he stated that his duty is to the long-standing viability of this District; he’s not going to “drive this district off a cliff.” In facing the question of what it would mean to set aside additional resources to increase the fund balance at the expense of a program, it is not assumed that a draconian decision would be blindly implemented. If that were to be the only way to increase the fund balance due to a circumstance, we would openly discuss and work out a transition timeline to accomplish that. We will incorporate transition into our planning. The Chancellor will not shy away that this SSP may require us to starve a program in order to support another strategic initiative, but with the ability to incorporate that into the planning, so there will be iterative work on this. Concern was expressed that it will be important to ensure that people are well trained in program review, so they are strong and score well on the program vitality criteria. In response to that concern, it was explained that there is an opportunity in program and services vitality to discuss interdependencies with other programs. If a program has interdependency with a service, they will be looked at together. The ranking process will also take into account emerging initiatives and mandates, i.e. SSSP. Alignment between the program review recommendations and prioritization will increase after several cycles as the protocol and criteria are refined through the role of the institutional effectiveness review. Apart from last year’s shortfalls, from a planning assumption standpoint, the District isn’t expecting any further reductions in revenues, but if we have to make cuts, we will turn to this protocol. Q: Does the protocol get down to a point when everything under a certain lines doesn’t get funded, or is there a way to shift resources and maintain everything to some extent? A: Yes, that’s how the Chancellor sees it, and we need to acknowledge the mechanism, but there will be visceral discussions about what will it mean? If educational master plans, strategic goals, vision and program criteria are in alignment, two or three years from now we will realign resources to those. It is important to codify the intent of how the protocol is to be used most of the time and without cutting the four bottom programs to fix the structural deficit. This discussion of this aspect of the resource allocation process needs to be in the context of the strategic planning protocol and used to codify how this process will work. It’s imperative to have when representing to your constituencies. Q: When will the vitality criteria be finalized and how will it not become the faculty hiring matrix? A: The narrative is not yet finalized. Team 1 is meeting the first week of November and will likely have it ready to bring forward. The program vitality criteria have been approved by both Academic Senates. We are also seeking final approval of services and non-instructional vitality criteria over


the next two weeks and will bring that to DCAS and the two Senates in the near future. The Chancellor thanked everyone for this discussion, the process, and the new planning protocol. He applauded everyone’s role in this work – Team 1, Resource Allocation Model Committee, etc. This brave work over some two years reflects the quality of leadership in the District. We will make this system work by piloting, reviewing and refining it.

3.

Agenda Item: Communication Purpose: Discuss reconstituting Teams 2 and 3 to resolve and improve districtwide communication. Discussion: In 2011 strategic planning discussions we committed to establishing three teams out of DC3: Team 1 to develop the process, Team 2 to inventory and make recommendations on how to improve communication for decision making, and Team 3 to evangelize the work of Teams 1 and 2. Team 2 launched an effort to evaluate the portal efficacy and made some progress but stopped after leadership changes. Team 3 never really launched, because it was waiting for a work product out of Teams 1 and 2 to evangelize. Rather than reconstitute Teams 2 and 3 as originally chartered, the Chancellor suggested reconstituting a new Team 2 and re-charter it out of DC3 to pick up what is still an imperative, which is addressing our institutional capacity for communication. In a number of forums this last year, communication has been raised again with ongoing concerns and frustrations about timeliness and thoroughness. Both Colleges have committed to address communication issues internally, but communication is also dependent on communication protocols we intend district wide. Discussion on this point was invited with an expectation for continued discussions at the next DC3 meeting. It’s clearly an overriding problem throughout the district. Team 2 should be reconstituted as soon as possible, but it needs to have a carefully laid out charge and specify as carefully as possible what we’re hoping for that team to accomplish with a short time frame. There are different aspects of communication – clarity is one and existence is another. The ability to communicate peer to peer is different than the ability to communicate leader to constituent and vice versa. A broad definition of what is included in communication is needed. That was a core weakness last time; just how big is the charter? Priorities will be established for Team 2, so it can accomplish some work in very short order due to urgencies. The aspiration is to have a broad evaluation and develop solutions to address multiple aspects of communication; not just organizational communication, but also communication that facilitates dialogue in the higher education setting. Communication also builds morale; we need types of communication that are more than just about facilitating planning. The Chancellor also acknowledged that aspect of communication that is important in fostering climate and community. A small workgroup will draft a charter for Team 2. Possible members of the group are:

Dr. Whitfield

Dr. Carabajal

Dr. Fairchilds

Matt Clark

Greg Kemble

Robert Mathews Next Steps: Schedule meeting of this workgroup to draft the charter to bring back to DC3 at the November 19th meeting for review and discussion - Richter


4.

Agenda Item: Draft Board Agenda Background: DC3’s next meeting is scheduled for November 19th after the November 14th Board Meeting, therefore, the draft Board Agenda will be provided electronically to DC3. Questions and comments on agenda items may be discussed electronically. Purpose: Information Discussion: The draft board agenda will be emailed out to DC3. If there are any questions, they can be forwarded electronically to the Chancellor’s Office. Next Steps: Forward any questions regarding the draft October Board Agenda to the group or the Recorder.

5.

Agenda Item: Revised Administrative Procedures Background: As stated in the DC3 Committee Purpose Statement, DC3 is responsible to advise the Chancellor on the development and effects of policy and procedure implementation and review existing practices for continuous improvement; and provides consistency in managing operations of the District, including the development and implementation of Administrative Procedures in alignment with Board Policies and legal requirements. The revised APs listed below are located on the DC3 Team Portal at this link: http://mycampus.yccd.edu/organizations/org-dc3/20131029%20APs%20for%20DC3%20Review/Forms/AllItems.aspx

AP 3310 Records Retention and Destruction AP 3410 Nondiscrimination AP 3420 Equal Employment Opportunity AP 3430 Prohibition of Harassment AP 3435 Discrimination of Harassment Investigations AP 3510 Workplace Violence Plan AP 3518 Child Abuse Reporting AP 3530 Weapons on Campus AP 6100 Delegation of Authority AP 6300 Fiscal Management AP 6305 Reserves AP 6320 Investments AP 6340 Bids and Contracts AP 6345 Contract Review Monitoring AP 6350 Contracts – Construction AP 6360 Contracts – Electronic Systems and Materials AP 6370 Contracts – Agreement for Services AP 6540 Insurance AP 6550 Disposal of Property AP 7125 Verification of Eligibility for Employment AP 7216 Academic Employees: Grievance Procedure for Contract Decisions AP 7360 Discipline and Dismissal – Academic Employees AP 7365 Discipline and Dismissal – Classified Employees AP 7371 Person Use of Public Resources

Purpose: Review proposed revisions to APs and make recommendations to Chancellor. Discussion: The group discussed the most efficient way to review revised APs. DCAS uses a process that color codes when a revision is legally mandatory, or if it is an internal recommendation.

http://mycampus.yccd.edu/organizations/org-dc3/20131029%20APs%20for%20DC3%20Review/Forms/AllItems.aspx

http://mycampus.yccd.edu/organizations/org-dc3/20131029%20APs%20for%20DC3%20Review/Forms/AllItems.aspx


Next Steps: It was determined that DC3 would adopt this process for reviewing APs as well, and develop a metanarrative around the internally developed changes to show there has been internal constituency input including dates and times. However, for the set of APs listed on this agenda, members of DC3 are asked to share the APs with their constituents and ask for input. If any questions are raised, they can be addressed in DC3. For AP 3430 Prohibition of Harassment, the color-coding mechanism will be incorporated to include any dialogue that has taken place with constituents. Constituents can access the revised APs listed at the link below: http://mycampus.yccd.edu/district/govern/dc3/DRAFT%20BPs%20and%20APs/Forms/AllItems.aspx Adjourned at 5:13.

Future Agenda Topics:

DC3 Charter

Survey students – dropping trend

Next Meeting Date: November 19, 2013, District Board Room

http://mycampus.yccd.edu/district/govern/dc3/DRAFT%20BPs%20and%20APs/Forms/AllItems.aspx

DC3 District Consultation & Coordination

Minutes

February 4, 2014

Vision Statement

Providing an innovative, world-class learning environment;

Building and maintaining an atmosphere of trust within the college district and with our communities;

Developing and maintaining programs and facilities that best meet the needs of our students and communities;

Stewarding resources strategically to meet the diverse needs of our communities and region;

Providing educational, economic, cultural, and civic leadership for our communities and region.

Members: Douglas Houston, Kayleigh Carabajal, Kuldeep Kaur, Jacques Whitfield, Judy

Walters, Rod Beilby, Monica Chahal, Fatima Ruiz, Janelle Eichler, Pamela Bordisso, Art

Pimentel, Carolina Coronado, Matt Clark, Donna McGill-Cameron, Greg Kemble, Donna Veal-

Spenser, Marisela Arce, Lisa Jensen-Martin, Karen Trimble, Molly Senecal, Robert Mathews,

Martha Mills, Sonya Horn, Jim Schulte, Zulema Zermeno, Cathy Richter (Recorder)

Guests: Patsy Gasper, Marcia Stranix,

1. Agenda Item: February 13, 2014, Draft Board Agenda

Purpose: Awareness and opportunity for discussion

regarding proposed Board actions. Identify major

issues or controversy of any proposed action.

Desired Outcome: Discussion and/or identification of

next steps.

Chancellor Houston

The revised draft board agenda includes names for three categorically budgeted staff positions,

an increased contract amount for CFS, and monthly financial and cash flow statements. CFS

payment is paid from Measure J funds.

Q: Could the services provided by McCallum Group be provided by the League and are they

worth it?

In the Chancellor’s opinion, the $4,000 per month fee to the McCallum Group is warranted.

They provide advocacy for our District. Money saved from the Director of Economic and

Workforce Development pays for this service. It could be opened up for further discussion and

review. On the personnel consent agenda the end date for the Deputy Sector Navigator will be

extended to December 2014.

Q: Will the bookstore contract roll over for another year? It was expected that there would be a

presentation on this agenda.

A: The bookstore advisory committee will release a survey to students to gather feedback

regarding Follett. After reviewing the results, the committee will discuss whether or not to

pursue a request for proposal. The contract will roll over for another year. The CBO will

collect any additional concerns.


Minutes

February 4, 2014

Vision Statement






The Bookstore Advisory Committee will be asked to make a presentation to DC3 regarding

status, RFP, and timeline for decision. This will allow DC3 to provide additional guidance to

the committee.

2. Agenda Item: Budget Advisory Team / Strategic

Planning Protocol

Background: The Strategic Planning Protocol adopted

in Fall 2013 is in the process of being implemented this

Spring 2014.

Purpose: Provide update on the status of the Strategic

Planning Protocol. Clarify intended roles and

responsibilities of the Budget Advisory Team.

Chancellor Houston, Vice

Chancellor Carabajal, Chief

Business Officer Kaur

The Strategic Planning Protocol was adopted last fall, and will be fully implemented after a

whole year has passed. It will be evaluated and assessed at the end of the year and improved

for the next cycle of budget planning and development. The Strategic Planning Team will be

CHEX. Operational items in the Comprehensive District Master Plan will filter into the 2014-15

Annual Action Plan. The Budget Advisory Team will oversee allocating resources based on the

protocol. The Institutional Effectiveness Review Team will review the processes holistically

and make a formal report. The status of this work is slightly off schedule and will be adjusted

to fully implement the cycle in the coming year. DC3 will charge two teams to complete the

Annual Action Plan and the Institutional Effectiveness Review. Suggestions for improvement

will be recorded to consider for the next cycle.

The group discussed the need for clarification on the roles and responsibilities of the Budget

Advisory Team and the role of CHEX in making strategies to address Short-Term Strategic

Goals and addressing the structural deficit. The Chancellor explained that there may be some

overlap in responsibilities of CHEX and the Budget Advisory Team, but also explained that his

intent for the question of the structural deficit was actually a request to consider, but not a

direction. It is outside of the original and current charge for the Budget Advisory Team. The

request is also made in an effort to invite proposals that can be discussed in Budget Advisory

Team meetings, as opposed to CHEX making decisions behind closed doors. Rapid progress

on addressing the structural deficit is needed.


Minutes

February 4, 2014

Vision Statement






The scope of discussion will be around plans developed by CHEX and communication. The

Budget Advisory Team would simultaneously solicit input and ideas, just as Budget Summit

gathered input that was implemented in the 2012-2013 budget that resulted in a savings to the

District. Phase 1 was developed in CHEX and discussed in Budget Summit, but additional

grass roots ideas were also solicited by Budget Summit. This is the same approach intended

now for the Budget Advisory Team at this time. CHEX will make recommendations and

provide costs.

The Budget Advisory Team was asked to consider the request to consider strategies to address

the structural deficit at their next meeting. The Budget Advisory Team will submit a product

to DC3 in the form of a high level review of the draft budget for the 2014-15 year.

3. Agenda Item: Budget Development

Purpose: Review and discuss information that Chief

Business Officer Kaur presented to the Budget

Advisory Team at its January 30th meeting.

Chief Business Officer Kaur

The Chief Business Officer reviewed information that was presented to the Budget Advisory

Team on January 30, 2014, including fiscal trends for revenues and expenditures and workload

reductions from 2008-09 through 2013-14 intended to explain existence of the District’s

structural deficit.

In 2008-09, the district received 2% growth and a COLA that was eliminated later in the same

year. Revenues were $46,984,685, and expenditures were $48,062,238. The deficit in that year

was $1,077,553.

In 2009-10, the State imposed a workload reduction of 3.4% translating to a reduction in

revenues of $969,000, and did not receive a COLA. In addition to other unexpected revenues,

the District received $2.1Million in ongoing revenue for Woodland Community College’s

accredited college status, and at the same time operational expenditures were underspent by

$1.25Million. Total revenues were $46,501,849 and total expenditures were $44,419,567

resulting in a surplus for the district of $2,082,282. The District built risk into the 2009-10

budget which it did not have to spend. That has been adjusted in our process.


Minutes

February 4, 2014

Vision Statement






In 2010-11 there was a slight increase in funding while expenditures went to $44,900,869, and

there was a surplus that year out of one-time sources pertaining to anticipated growth revenue

that was put into the budgeted plan. As a result of bringing to the State Chancellor’s office that

the District should have received basic allocation for Woodland Community College in 2008-09,

an additional $2.1Million was unexpectedly received in this 2010-2011 year. Also in that year,

the District received a distribution of funds from the JPA for claims that were not applicable to

our district. After building in risk (worse case scenarios), the District underspent its budgeted

operational expenditures by $439,000. Unexpected revenues totaled $5.22Million. In 2011-2012

and 2012-2013, the District reduced budgets to be consistent with actual expenditures,

characterized as “truing up” our budgets, and moved those dollars into contingency (one-time)

funds.

In 2011-12 there was a major workload reduction of 7.64% or $2.64Million, and $6.2Million in

budget trigger cuts. The revenue reduction was unanticipated, and the District didn’t plan for

the workload reduction. When the Board adopted the 2011-12 budget in June 2011, it had a

10% deficit by design. As soon as Chancellor Houston arrived, that deficit was reduced almost

in half by reducing risk budgeting. The governing board and the Chancellor committed to

reduce the deficit over a multi-year trajectory. In 2012-13, there was a small revenue restoration

and expenses declined somewhat. In Phase 1 expenses were reduced through Administrative

reorganization resulting in an ongoing expenditure reduction. In addition, the true up effort

resulted in a $941,000 savings by transferring ongoing computer replacement needs into

onetime resources, and did so again in 2013-14.

In 2013-14 we received new ongoing revenue of $1.1Million basic allocation for the Sutter

Center, 1.63% enrollment restoration, 1.57% COLA, and a reduction of $.5Million for correction

of CLC’s basic allocation.

As a result of all of this, there is very little surplus in the 2013-2014 budget, and what is needed

now is systemic reform to accomplish further reductions to the deficit. The governor’s budget

proposal will take surplus revenues in this year and treat them as one-time funds to pay down

debt. Economists indicate the new normal is austerity for the future, and the drought

compounds that.


Minutes

February 4, 2014

Vision Statement






From 2008-09 to 2010-11, the District did not get smaller commensurate with the workload

reduction, so there is deficit associated with that. In the following years, expenditures were

reduced which helped some of it. We’ve been running a deficit for a long time, but were only

lucky because of unexpected windfalls. Instructional costs can be scaled around workload, but

the non-instructional costs don’t scale the same way. This is most difficult for smaller colleges.

Large colleges enjoy economies of scale. Fixed costs increase annually in excess of half a

million dollars. Those costs include benefits, retiree benefits, premium rates for property and

liability insurance, annual increases to software licenses, etc. The state and federal

governments want more accountability not allowing more money until we demonstrate

students are improving, and we expect that to be a pressure that will continue. The Accrediting

Commission is looking at colleges’ fiscal trends for deficit spending and the student loan cohort

default rate. They now require a minimum 5% reserve that in the past was an advisory.

Short-Term Strategic Goal No. 4 is about resource development. As we reorganize our district,

we have to reorganize our capacity to generate resources, for example, by looking at grant

solutions that expect outcomes. We should ask the Director of Resource Development to

explain to DC3 some of the steps the Foundation has launched in a step toward increasing

capacity for resource development which we can apply to the deficit.

Two additional views to apply to this data would be a reflection on decision-making and

secondly to look back over time and quantify actual fixed cost increases by definition of a

narrow list of things that aren’t discretionary, enumerate that list, and demonstrate those actual

costs to see where those outstripped sources of revenues would be applied. That is the

continuity of the structural deficit – fixed cost increases are truly structural.

The information in the graphs presented at the meeting are from public data, CCFS 311 Report.

4. Agenda Item: Communication

Purpose: Follow-up to DC3 discussion at the January

21, 2014, meeting. Update on work of Team 2 and the

charge to identify purposes and modes for

communication and make recommendations on

communication protocols.

Vice Chancellor Carabajal


Minutes

February 4, 2014

Vision Statement






Notes:

Future Agenda Topics

Bookstore Advisory Team Presentation

Notes:

Next Meeting Date: February 25, 2014, Board Room

Adjourn

Notes:

Yuba Community College DistrictFiscal Trend Analysis (Revenues, Expenditures, Workload Reductions)

Fiscal Year FY2008‐09 FY2009‐10 FY2010‐11 FY2011‐12 FY2012‐13 FY2013‐14Revenues 46,984,685$ 46,501,849$ 47,345,149$ 43,407,020$ 43,623,865$ 45,729,349$ Expenditures 48,062,238$ 44,419,567$ 44,900,869$ 45,746,317$ 44,242,282$ 46,409,448$ Structural Deficit (1,077,553)$ (2,339,297)$ (618,417)$ (680,099)$ Surplus/Deficit (1,077,553)$ 2,082,282$ 5,224,630$ (2,339,297)$ (1,974,082)$ (310,725)$ Structural Deficit as a percentage of Expenditures ‐2.24% 0.00% 0.00% ‐5.11% ‐1.40% ‐1.47%Ending Fund Balance 2,507,025$ 4,589,310$ 9,813,939$ 7,474,670$ 5,500,588$ 5,189,863$ Ending Fund Balance as a percentage of Expenditures 5.22% 10.33% 21.86% 16.34% 12.43% 11.04%

Workload Reductions (969,081)$ (2,643,755)$

($3.000)

($2.500)

($2.000)

($1.500)

($1.000)

($0.500)

$0.000

$40.000

$43.000

$46.000

$49.000

FY2008‐09 FY2009‐10 FY2010‐11 FY2011‐12 FY2012‐13 FY2013‐14

Revenues/Expenditures/Workload Reduction Trends (in millions)

Revenues (in millions) Expenditures (in millions) Workload Reduction (in millions)

2% growth, .68% COLA eliminated

2.21% enrollment restoration, no COLA

7.64% workload reduction ($2.64M) ‐6.2% reduction in Budget Act and 1.44% Mid‐year reduction 1% enrollment restoration

1.63% enrollment restoration, 1.57% COLA, $1.1M Basic Allocation (ongoing increase) for SCC, $.50M Basic Allocation (ongoing reduction) for CLC

Phase 1: Admin. Svcs. Reorg Reduction ($451K), Reductions in operational exp.(true‐up: potential risks transferred into contingencies) ($941K), transferred computer replacements into one‐time funding source

Computer replacements, Food Svcs, and potential utilities exposure transferred into one‐time resources, ongoing expenditures increase for SCC. LMS funded by Instruction Equipment allocation from State.

3.4% workload reduction ($969K), No COLA, $2.1M Additional Basic Allocation (ongoing increase) for WCC

FY2008‐09 FY2009‐10 FY2010‐11 FY2011‐12 FY2012‐13 FY2013‐14Ending Fund Balance $2,507,025 $4,589,310 $9,813,939 $7,474,640 $5,500,588 $5,189,863Deficit $(1,077,553) $(2,339,297) $(1,974,082) $(310,725)Unforecasted Revenues/Savings $2,082,282 $5,224,630

$(3,000,000)

$(2,000,000)

$(1,000,000)

$‐

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

$8,000,000

$9,000,000

$10,000,000

Fund Balance/Deficit/Unforecasted Revenues_Savings Trends

Unforecasted Revenues/Savings of $2.08M included: Revenues ‐ Lottery, Interest, Comm Ed, Enrollment Fees, Non Resident Tuition $827K; Underspent Operational Expenses by $1.25M

Unforecasted Revenues/Savings of $5.22M included: Growth $1.62M; Prior Basic Allocation Adjustment for WCC $2.18M; Risk Margin JPA distribution $596K; Declines in local revenues ‐$439K; Underspent

Expenditures funded by Fund Balance:Sutter County Startup $1.04M; Other One‐Time Expenditures $930K (including Accreditation, One‐Time Phase I Implementation Costs, Computer Replacemnt, & Contingencies)

Expenditures funded by Fund Balance $310K + $369K from One‐Time resources for Accreditation, Utilities Contingencies, Food Services Subsidy, Computer Repalcement


Minutes

February 25, 2014

Vision Statement






Members: Douglas Houston, Kayleigh Carabajal, Kuldeep Kaur, Jacques Whitfield, Judy

Walters, Rod Beilby, Monica Chahal, Fatima Ruiz, Janelle Eichler, Pamela Bordisso, Art

Pimentel, Dale Holder, Matt Clark, Donna McGill-Cameron, Greg Kemble, Eileen

Schmidtbauer, Marisela Arce, Lisa Jensen-Martin, Karen Trimble, Molly Senecal, Robert

Mathews, Martha Mills, Sonya Horn, Jim Schulte, Zulema Zermeno, Donna Veal-Spenser,

Cathy Richter (Recorder)

1. Agenda Item: Check-In Team

Notes:

2. Agenda Item: DC3 Teams – Charge

Background: As described in the Strategic Planning Process

developed by DC3 Team 1 that was approved by DC3 in August

2013, DC3 will charge teams to set a Strategic Plan, an Annual

Action Plan, a Resource Allocation Recommendation, and conduct

an Institutional Effectiveness Review (assessment).

Purpose: Charge Teams

1. Strategic Planning Team

2. Annual Action Planning Team

3. Budget Advisory Team (completed)

4. Institutional Effectiveness Review Team

Carabajal

DC3 charges the teams that conduct the work in the Strategic Planning Process and

appoints membership for each. These teams are not constrained to DC3 membership, and

can add individuals who will be value-added to the process.

1. Strategic Planning Team - Membership will be CHEX. Their charge is to compile the

Colleges’ Educational Master Plans and the District Services Master Plan into the

Comprehensive District Master Plan.

2. The Budget Advisory Team – Membership is already charged and working actively on

its purpose.


Minutes

February 25, 2014

Vision Statement






3. The Institutional Effectiveness Review Team and two Vitality Criteria Prioritization

Work Groups need to be charged today – (CHEX is the third Vitality Prioritization Work

Group.)

Two planning process diagrams were shared with the group. The first titled Spring 2014 is

set in stone; the other diagram for 2014-15 is subject to change after the IER Team analyzes

budgeting and planning processes and identifies process improvements from this year’s

processes to improve for the coming year. This process reflects a shift where planning

drives budgeting which is different than what we used to do – budgeting driving planning.

Spring 2014 Process

The two Colleges and District Services each submit five top ranked priorities to the Program

and Services Vitality Review Teams (PSVR) who will prioritize those priorities and present

to DC3 for review at the last meeting in March – March 18, 2013, in Woodland.

The protocol is a hybrid in 2014 in which the prioritization process will be piloted for one-

time funds only. The context changed due to unanticipated enrollment decline and inability

to meet growth targets. After learning the Governor’s budget proposal, the only additional

funding proposed was for SSSP – deferred maintenance funding, instructional equipment

funding and additional Perkins funds. Other than 3% restoration funding that will be used

for restoration, these are the only funds that can be applied to the priorities for the Colleges.

Shouldn’t there be constraints included regarding where the funds come from?

The three prioritized rankings will be compiled into one master list. The purpose of having

three separate groups (CHEX is one) is to bring together the different scores and average

them together, to minimize subjectivity.

In sending forward priorities should they be within areas for which the District hopes to

receive funding, as opposed to top priorities that would come out of our planning, but we

know for which there will not be available funding?


Minutes

February 25, 2014

Vision Statement






The Budget Advisory Team will provide that information in November to the Colleges so

priorities are forwarded in context of funding. This is intended to be a realistic achievable

process.

VCEPs will prepare the framework showing what the colleges are focusing on in the annual

planning. The Colleges and District Services will look at that extraction and will clarify

measureable objectives that the colleges and District Services will achieve over the next

year. Two meetings in March and two in April and bring to DC3 for review on April 29th.

The Budget Advisory Team (BAT) was charged with allocating resources to the Annual

Action Plan (AAP) in the fall when the protocol was initially discussed. The Annual Action

Plan Team (AAPT) will forward the AAP to BAT, who will meet on April 30th or May 1st.

During that meeting, they will review the AAP and allocate resources to the highest

priorities. Then between April 30th and May 2nd, staff will work with colleges on budget

planning, and on May 26 the final draft will be reviewed by BAT and come to DC3 for

review on June 3 and to the Board on June 12th for approval.

The Institutional Effectiveness Review Team (IERT) begins its work in April circulating

instruments and gathering information from faculty before they leave for summer break.

IERT will oversee the process that assesses how well the whole process worked. This team

will provide input and filter back to Academic Senates to review planning and the budget

process and make recommendations to the planning process for improvement. The IERT

will look at the Annual Action Plan to see how well objectives in the plan were achieved.

They will look at Key Predictive Indicators (KPIs) and assess to what level the District’s five

short-term strategic goals were achieved. Both Academic Senates approved the five KPIs

for this year.

This is a tremendous accomplishment on the part of DC3 to shepherd this process, stand

behind it, implement in this year, and engage in dialogue on what components worked well

and what components we will improve in the future.


Minutes

February 25, 2014

Vision Statement






Questions followed on how it will work at the micro level. It was suggested that more

examples of how that will be provided through the resource allocation model. This will be

a thoughtful careful prudent process that will look at priorities, plans and core functions.

This will not be zero-based budgeting. The micro level will be primarily rolling over the

existing budgets with some cutting to address the structural budget and there is also some

one time funding that can be used for some priorities. The teams are not involved in

restructuring something to free up resources. Resolving the structural deficit will not come

out of the planning or prioritization process; it will come out of resource allocation.

The CBO confirmed that the District will not be able to attain restoration in this year. This is

important for the college to know so they can be sure the priorities that they rank are

aligned with the funding the District will receive, i.e. SSSP or Perkins.

Thinking a little more broadly, we are identifying those things that are important to us and

matching those to some of the funding sources we have available, but we also need the

prioritization lists so that as other funds come available we can apply new one-time funding

to those other priorities. Make the five top priorities realistic and align with one-time funds

that are available, but that does not preclude the responsibility of the colleges to identify the

priorities of the colleges so whatever funding we have available we are always using

planning to drive those funds.

The other things that aren’t going to be funded by SSSP, etc. will go into planning for next

year, for example to strengthen CTE programs, to be prioritized in the planning. We told

ACCJC we were creating a planning protocol based on prioritization where planning drives

budget. That’s where we need to focus.

The reorganization process was discussed. Phase 1 cut administrative positions which

reduced the impact to the general fund by reducing services that were administrative and

furthest away from serving students. Phase 2 looked at administrative functions that could

be combined and then shift personnel freed up from that into those services that have more

direct impact on student success.


Minutes

February 25, 2014

Vision Statement






Because Phase 2 was so broad it broke into two parts. Part 1 was intended to implement

technology and streamline processes, and we are on our way to implementing Part 1 of

Phase 2 – Academic Works, Ed Plan, Degree Audit, Electronic FAQs, etc. Phase 1 and 2

were used at the District, because there wasn’t a strategic planning process in place. The

technological solutions will free up some staff positions to redeploy those positions and

perhaps not rehire some vacant positions. A number of unpopular questions will be asked

in this and they have to be answered. Doing this through a strong planning process that is

transparent will make it less challenging, but we have challenges in front of us.

Annual Action Planning Team (AAPT) Membership Positions:

College Vice Presidents or designee

Senate Presidents or designee

Student Representative – (later assess how important it is to have student on this

team or just have student rep on DC3 serve)

District Services Representative

Classified Representative – Eileen will request someone through Joseph Stottman.

Mid-level Managers Representative - Art Pimentel or designee

Institutional Effectiveness Review Team – 8

Molly Senecal

Kayleigh Carabajal

College Presidents

Appointed Representative from WCC Academic Senate

Appointed Representative from YC Academic Senate

Appointed Representative from CSEA

And then query to see if it’s the broader membership to see if that is adequate.

Allow each committee membership provide a member to participate and provide feedback

on the process. Come back after the two teams are formed and then get membership from

that.

PSV Teams – this is a one year request (one PSV Team is CHEX)

Judy Smart


Minutes

February 25, 2014

Vision Statement






Leslie Deniz

WCC Counselor

YC Counselor

WCC Faculty

YC Faculty

WCC Maintenance

YC Faculty

Irma Guzman

Arce

Counselor – appointed by senate

CTE Faculty – appointed by senate

M&O

Classified – appointed by CSEA

Offsite – Sutter or CLC

Student

Finished a tremendous amount of work in a very short time.

2014-15 process – We are already two months behind where we should be and we will still

make it happen in a meaningful manner so we can assess and improve.

3. Agenda Item: Communication

Purpose: Follow-up to DC3 discussion at the January 21, 2014,

meeting. Update on work of Team 2 and the charge to identify

purposes and modes for communication and make

recommendations on communication protocols.

Carabajal

Notes:

4. Agenda Item: AP 5055 Enrollment Priorities

Purpose: Information

Carabajal


Minutes

February 25, 2014

Vision Statement






AP 5055 Enrollment Priorities is within the 10 plus 1 and the final recommendation comes

from DCAS and goes to the Chancellor who will weigh in on it. The Chancellor was in the

room when it was approved in DCAS, and at that moment it went into effect.

Since then, there have been questions from the WCC Senate. The one in front of you today

is currently in effect. Should we choose to change it, this is information to you that you may

see it again with a change in language, and it is asked that DC3 be open to receiving that

information. As we see how our procedures affect the student experience we will be

prudent to change that procedure.

The one approved in DCAS on Friday is in effect and this is fair notice that you may see

another one back.

5. Future Agenda Topics:

Bookstore Advisory Team Presentation to DC3

Notes:

6. Adjourn

Next Meeting Date: March 4, 2014 – WCC Room 852

Notes:

DSET Newsletter

March 2014 YCCD DSET Newsletter “Strengthening Our District Through Effective Communication”

Topics for the next monthly DSET Newsletter: *Update on District Strategic Planning *Update on Degree Audit and Student Planning Software Implementation *Additional details on the anticipated structural deficit for FY2014-15

Welcome to the inaugural edition of the DSET Newsletter. The purpose of this

electronic newsletter is to provide an accessible venue to share ongoing

communications from the District Services Team to all of our stakeholders. DSET is

committed to strengthening our district through effective communication. Kuldeep,

Jacques and I are committed to publish this newsletter on a monthly basis and we

need your help. In order to improve our communication and service to our

stakeholders, we want to hear from you. Please contact us if you have an issue,

question, concern, critique or commendation about any area of the District Services

Operations. On behalf of all of us in the District Services Team, thank you for your

support and commitment to YCCD!

–Dr. Kayleigh Carabajal, Vice Chancellor of Educational Planning & Services

Welcome

Governor’s Budget Proposal for 2014-15 State of our District’s Finances

The Governor released his budget proposal for Fiscal Year 2014-15 on January 10, 2014. We have been awaiting the final apportionment revenues calculation for Fiscal Year 2012-13 and the first principal apportionment calculation for Fiscal Year 2013-14 prior to releasing this communication. These calculations were finally released by the State Chancellor's Office on February 24, 2014.

Governor’s Budget Proposal The Governor's budget proposal shows improvements in State revenues as a result of one-time increases in stock market. Therefore, the Governor is proposing allocating these resources for one-time purposes to include:

• $592.4 million paying down the wall-of-debt and elimination of the system's deferrals

• $155.2 million to fund a 3% access restoration • $100 million to Student Success and Support Program • $100 million to close gaps in access and achievement for underrepresented

student groups as identified in the Student Equity plans • $87.5 million to deferred maintenance (1 to 1 match requirement exists for

this funding source) • $87.5 million to instructional equipment (3 to 1 match requirement exists

for this funding source)

DSET Newsletter • $50 million in one-time funds is proposed for incentive awards that recognize

models of innovation in higher education and increase number of students earning bachelor's degrees and increase the number of bachelor's degrees earned within 4 years and ease transfer of the state's education system

• $48.5 million to fund COLA of 0.86% • $39 million for energy efficiency projects and workforce development • $2.5 million is proposed for providing local technical assistance to support

implementation of effective practices in all districts, with priority placed on underperforming districts

• $1.1 million for the State Chancellor’s Office to hire 9 new positions to aid this effort by developing indicators of student success and to monitor performance

• 25% of funds from EOPS, CalWORKs, and Basic Skills Initiative can be reallocated to other federal, state or local programs to meet the needs of underrepresented students as identified in the Student Equity Plans

District Vision *Providing an innovative, world-class learning environment *Building and maintaining An atmosphere of trust within the college district and with our communities *Developing and maintaining Programs and facilities that Best meet the needs of our Students and communities *Stewarding resources strategically to meet the diverse needs of our communities and region *Providing educational, economic, cultural, and civic leadership for our communities and region -Adopted, Oct. 12, 2011

•

In summary, the Governor's budget proposal has proposed access restoration of 3% and for our district (if successful at attaining growth), we can benefit from this one-time funding source of up to $1.04 million. In the current year, our enrollments are down by 3.5% in the fall term Therefore, we will consider this year as a stability year under the SB361 funding formula and we will be entitled

Impact to YCCD

In addition to the Governor’s budget proposal, the District also needs to determine the fiscal impact of apportionment recalculations from prior years. In general terms, the State Chancellor’s Office recalculates apportionment based on final enrollment information, property tax receipts, and student enrollment revenues based on information received from the colleges and counties from prior fiscal year. Normally we do not receive this recalculation until eight months after the fiscal year has ended.

Recalculation of 2012-13 and First Principal Apportionment for 2013-14

only to base funding. We have collectively decided to maximize enrollment growth for next year. The COLA for our district equates to approximately $361 thousand and most of the COLA is committed for salary schedule improvements and the mandated cost increases associated with the salary schedule improvements per collective bargaining

agreements. We are also entitled to receiving approximately $317.5 thousand for deferred maintenance for which we are required to match $317.5 thousand with local funds. We are entitled to receiving approximately $476 thousand for instructional equipment for which we are required to match $159 thousand with local funds.

DSET Newsletter

In 2012-13, our shortfall was around 4% at first principal apportionment which at the end of the year reduced to 1/4% and therefore we can anticipate a similar shortfall in 2013-14. We have booked a contingency in our reserves of $200 thousand anticipating this shortfall. Based on the 2013-14 first principal apportionment, there is a shortfall of $1.9 million in our apportionment (4% shortfall) as a result of shortage in property taxes.

Impact to YCCD

State of the District’s Finances In an effort to explain where we are going, we want to first explain how we got here. In a nutshell, we have experienced significant workload reductions in year 2009-10 and 2011-12 and we did not reduce our expenditures commensurately with the revenue reductions. The following table illustrates structural deficit trends and efforts made in reducing the deficit since the Chancellor’s arrival. Bar graphs with additional information reflecting the fiscal trends are available here. -Kuldeep Kaur, Chief Business Officer

Fiscal Year

Structural Deficit Deficit Reduction Strategies Final Deficit

2011-12

$3.8 million (8.39%)

(Tentative)

• Potential risks transferred into contingencies associated with utilities and legal budgets were reduced

$2.34 million (5.11%)

2012-13

• Potential risks transferred into contingencies

• Reduced/shifted exposure to one-time funding sources (computer replacements, accreditation, etc.)

• Phase 1 Administrative Services Reorganization (reductions: Vice Chancellor, Director of Purchasing/Contracts, Director of Maintenance & Operations)

$618 thousand

2013-14

• Potential risks transferred into contingencies (Utilities and anticipated property tax shortfall)

• Reduced/shifted exposure to one-time funding sources (computer replacements, food services subsidy, LMS funded by Instructional Equipment allocation from State)

$680 thousand (as a result of backfilling the Faculty replacements at Mid-Year) The deficit for ongoing purposes is $1.1 million as these positions are filled for the full year.

DSET Newsletter

District Values *Openness *Student Success *Integrity/Honesty *Courage *Knowledge *Stewardship *Cultural Awareness/ Diversity *Respect

Strategic Planning

The District’s 2014-15 Strategic Planning process is well underway. Over the last several weeks, the District Consultation and Coordination Council (DC3) commissioned the three standing teams who oversee the planning, budgeting, and assessment components of our revised integrated planning cycle. The teams are:

• District Annual Action Plan Team • Budget Advisory Team • Institutional Effectiveness Team

Beyond the teams’ oversight function for the current cycle, their responsibilities include gathering input on improving these processes for the upcoming year. The teams are cross-departmental and represent constituencies from all campus sites across the district. This week WCC, YC, and District Services are forwarding planning information for inclusion in the District Annual Action Plan. The information includes prioritized requests for one-time funds and actionable objectives for 2014-15 as we work together to achieve the District’s five Short-Term Goals. The District Annual Action Plan Team is slated to present the plan to DC3 for review on April 29. You can expect more detail as the process unfolds over the next several months. [See Strategic Planning Calendar on Pg. 6]

Academic Calendar 1. Summer 2014 Schedule Change

The Academic Senates at both Colleges approved adjusting the summer 2014 schedule for six-week classes by delaying the start date one week. This modification allows area high school students to register for classes who would otherwise have been denied the opportunity because their high school classes ended after our original start date. Eight-week classes remain unchanged and begin on June 9. Six-week classes now begin on June 17. We are extremely appreciative of the faculty members who brought this matter forward for consideration, the Academic Senators who worked diligently to explore and ultimately support the change, and our dedicated staff members (schedulers, A&R, etc.) who are facilitating the logistics. This is an excellent example of collegial and collaborative effort aimed at increasing student success!

2. Compressed Calendar in YCCD’s Future

Over the next month the District Academic Calendar Committee will consider options for adopting a compressed calendar (wherein the students have more contact with instructors per day, for fewer days or weeks, with no loss of instructional time over the course of a primary term, i.e., fall and spring). Compressed calendars have become increasingly popular over the past several years. Currently over half (52.25%) of the 111 community colleges in California have adopted a compressed or alternative calendar. Three are exploring the option at this time.

Our intent is to modify our calendar for the 2015-16 year, but much remains to be done before that can occur. The ACC will be disseminating information as the project continues.

http://www.boarddocs.com/ca/yccd/Board.nsf/files/9GEVMN816F40/$file/District%20Short-Term%20Goals%202013-2015%20dbh.pdf

DSET Newsletter

District Short-Term Goals 2013-2015 1) Improve Student Success and Completion Rates 2) Improve leadership and managerial competencies at all levels 3) Complete the transition to Multi- College District to increase organizational efficiency of the District and Colleges 4) Increase regional leadership 5) Prioritize Economic and Workforce Development programs Based on regional, state, and National imperatives Important Management Sessions: March 21, 1:00 PM: (YC) Room TBD Overview of HR Master Staffing Plan March 24, 3:00 PM: (WCC): Room 113 Overview of HR Master Staffing Plan

Human Resources Update

The mission of the Office of Human Resources is to facilitate student success by hiring, retaining and developing highly qualified, diverse faculty, Classified and Management employees. We are excited about our challenges and opportunities as we work with the colleges and District to continue our institutional transformation into a world-class teaching and learning institution. The Office of Human Resources is always full of activity, and this year is certainly no exception. In the coming additions of the DSET Newsletter, we will be sharing many of our intiatives, including the following:

• HR Master Staffing Plan • 2013-2016 HR Strategic Alignment Plan • Recruitment Updates • Strengthening our CORE; Professional Development Program for

managers and supervisors. • EEO/Diversity Updates • New Employee Orientation Program • Annual Customer Service Survey

We look forward to sharing these initiatives with all of our stakeholders. We also look forward to receiving feedback from our stakeholders as a way to continuously improve our service delivery systems. Please feel free to contact us at YCCD HR Department to share your feedback with us. Kind Regards, -Dr. Jacques S. Whitfield, Chief Human Resources Officer

IT Corner We are excited to announce moving past the pilot project stage and into the first phase of our Virtual Desktop Implementation (VDI). VDI delivers on-demand desktops with an environment stored on a server rather than the local PC.  Our long-term goal is a personalized experience for the user at login (e.g., a Statistics student would see Minitab on their desktop no matter where the computer they login at is located. Similarly as this project matures, YCCD personnel will have access to their desktop from computers in any of the six District locations). This first phase of rolling out a generic platform will take place in two WCC labs this spring: Room 844 and the Open Media Lab in Room 812.  

-Kayleigh Carabajal, Vice Chancellor of Educational Planning & Services

mailto:[email protected]

2014 Strategic Planning Calendar

DC3 – District Consultation and Coordination Council PSVT – Programs and Services Vitality Team DAAPT – District Annual Action Planning Team DAAP – District Annual Action Plan BAT – Budget Advisory Team IERT – Institutional Effectiveness Review Team IER – Institutional Effectiveness Review DS – District Services

Assignment Date Who

PSVT, DAAPT, and IERT Appointed February 25, 2014 DC3

DAAP Framework February 28,2014 VCEPS

List of Highest Priorities March 7, 2014 WCC, YC, and DS

Clarify Measurable Objectives March 14, 2014 WCC, YC, and DS

Prioritization Training Week of March 17th PSVT

Annual Action Plan Training Week of March 17th or 24th DAAPT

Reviews Prioritized Lists March 25, 2014 DC3

Budget Forecast to DAAPT March 2014 BAT

Annual Action Planning Work March 2014 DAAPT

Annual Action Planning Work April 2014 DAAPT

Develop Review and Assessment Instruments and Timelines 2 Meetings in April IERT

Annual Action Planning Complete and submitted to BAT April 29, 2014 DAAPT

Review 2014-15 Annual Action Plan and allocate resources to Highest Priorities April 30 or May 1, 2014 BAT

Review Tentative Budget Week of May 26, 2014 BAT

Review Tentative Budget June 3, 2014 DC3

Tentative Budget Approved June 12, 2014 Board of Trustees

IER Process Begins July 2014 IERT

DSET Newsletter

April 2014 YCCD DSET Newsletter “Strengthening Our District Through Effective Communication”

Topics for the next monthly DSET Newsletter: *Enrollment Update *Strategic Planning *May Revise *Recruitment Updates

The District’s 2014-15 Strategic Planning process is on target for completion within the 2013-14 fiscal year. This update focuses on the work completed by the District Annual Action Plan Team (DAAPT), one of three standing teams commissioned by the District Consultation and Coordination Council (DC3) to oversee the planning, budgeting, and assessment functions of our integrated strategic planning cycle. The DAAPT has two primary responsibilities, to:

1. compile objectives into an annual plan. The Colleges and District

Services provided the objectives, a result of local planning

processes and driven in each case by Program Review. The annual

plan is subsequently presented to the Budget Advisory Team (BAT)

as a basis for Resource Allocation.

2. identify strategic themes emerging from planning documents across

the district to inform a broader dialogue on long range District

Goals. The comprehensive list of planning documents we explored

can be found on our planning website:

http://planning.yccd.edu/2014-2015-annual-planning

The District Annual Action Plan is slated for presentation to the BAT later this week. This year the plan includes prioritized requests for one-time funds as well as the actionable objectives for 2014-15 as we work together to achieve the District’s five Short-Term Goals. Dissemination of and discussion regarding the draft strategic themes will occur over the coming months. The Institutional Effectiveness Review Team (IERT) will meet early in May and their work will continue throughout the summer. Please expect an

update on the IERT in the May edition.

Strategic Planning

http://planning.yccd.edu/2014-2015-annual-planning

http://www.boarddocs.com/ca/yccd/Board.nsf/files/9GEVMN816F40/$file/District%20Short-Term%20Goals%202013-2015%20dbh.pdf

DSET Newsletter

Since the publication of the last DSET Newsletter, the District Academic Calendar Committee is maintaining a brisk pace in pursuing options for adopting a compressed calendar (wherein the students have more contact with instructors per day, for fewer days or weeks, with no loss of instructional time over the course of a primary term, i.e., fall and spring). To assure the broad dissemination of information regarding this initiative, we’ve created a website: http://planning.yccd.edu/yccd-compressed-calendar From this site you can track our progress and we can gather your valuable input and feedback. A snapshot of our progress includes the following:

accelerating our work by conducting a series of teleconferences in addition to regularly scheduled meetings.

working with a consultant (John Mullen) to organize information, draft an initial calendar configuration (16.8 week term-length multiplier), and develop a recommendation for an implementation plan.

forming a small work group to develop a calendar appropriate for our district. The group is also formulating a scheduling pattern proposal. Members are: Brandi Asmus, Talwinder Chetra, Brian Jukes, Sheila Scroggins, and Anita Wilks. Thanks to their diligent efforts, and the valuable assistance of Joan Penning and Jackie Harryman, the scheduling patterns are progressing nicely!

developing our website with an extensive set of resources and a space for a discussion forum.

scheduling the first set of open forums/fora across all campus/site locations. The forums begin May 12 and dates, times and locations are forthcoming.

assembling a list of FAQs (frequently asked questions) posed by our district community. It is likely this list will continue to grow over the coming months.

We welcome your comments and suggestions! Please take advantage of the discussion forum accessible through the website and as always feel free to contact me directly.

Compressed Calendar

District Values

*Openness *Student Success *Integrity/Honesty *Courage *Knowledge *Stewardship *Cultural Awareness/ Diversity *Respect

IT Corner

Great news regarding the Degree Audit and Student Planning software implementation; WCC is 95% complete loading 5 years worth of data for Degree Audit 2009-2010 through 2013-2014. Yuba College already has 5 years of data loaded and is currently working on 2013-2014 year. This data is crucial to the next project, Student Planning. That project is just beginning. A kick off call is scheduled with the vendor and the SSSP committee Friday, May 2, with some initial training taking place May 13-15. Both projects are on track and progressing nicely!

-Kayleigh Carabajal, Vice Chancellor, Educational Planning and Services

Employment relations versus agreement for services:

http://planning.yccd.edu/yccd-compressed-calendar

DSET Newsletter

District Vision *Providing an innovative, world-class learning environment *Building and maintaining An atmosphere of trust within the college district and with our communities *Developing and maintaining Programs and facilities that Best meet the needs of our Students and communities *Stewarding resources strategically to meet the diverse needs of our communities and region *Providing educational, economic, cultural, and civic leadership for our communities and region

Each community college district is required to have an annual audit per Education Code and Title V Regulations on an annual basis. We have an upcoming audit the week of May 19th. Each of the areas required in producing documentation will receive communication on the required documentation and deadlines in producing the documentation. During the audit visit, the audit team reviews records and has follow-up questions on the documentation; and therefore, it is important to ensure the responsible party, or alternative staff, is available in responding to the firm’s questions.

Upcoming Audit Visit

Employment Relations v. Agreement for Services

Employment relations versus agreement for services: Chief Human Resources Officer Dr. Jacques Whitfield and Chief Business Officer Kuldeep Kaur have been holding trainings district wide in determining the difference between employment relations versus agreement of services. The district has rolled out a new standardized agreement for services form. The form and training materials have been posted on the District’s portal at the links below: http://mycampus.yccd.edu/district/services/purchasing/Agreement%20For%20Services/Forms/AllItems.aspx http://www.yccd.edu/hr/forms.aspx

In the last DSET newsletter, Governor’s budget proposal for 2014-15 was discussed. Many districts (including our district) are declining in enrollments and therefore the Community College League of California is making recommendations to the legislature in allocating 2% enrollment restoration and 1% in one-time resources for CTE (Career Training and & Education) programs to create an incentive for more experimental and innovative programs, professional development for providing training to new full-time faculty and classified and resources for categorical programs. We are waiting for the May revisions to the Governor’s budget proposal expected to be released mid-May in planning for the Fiscal Year 2014-15 budget. Please see this link for updated information from Community College

League of California.

2014-2015 Budget Update

Purchasing Dates to

Remember:

May 15 Final Date to Order Items

June 8 Final Date to Use Store Credit Cards

June 20 Final Date to Use Cal Card

June 30 Final Date to Purchase from Follett

July 10 Final Date to submit 13-14 Invoices to AP

-Kuldeep Kaur, Chief Business Officer


http://mycampus.yccd.edu/district/services/purchasing/Agreement%20For%20Services/Forms/AllItems.aspx

http://mycampus.yccd.edu/district/services/purchasing/Agreement%20For%20Services/Forms/AllItems.aspx

http://www.yccd.edu/hr/forms.aspx

DSET Newsletter

District Short-Term Goals

2013-2015 1) Improve Student Success

and Completion Rates

2) Improve leadership and managerial competencies at all levels

3) Complete the transition to Multi- College District to increase organizational efficiency of the District and Colleges

4) Increase regional leadership

5) Prioritize Economic and Workforce Development programs Based on regional, state, and National imperatives

The Human Resources Master Staffing Plan is a multi-year, comprehensive “blue print” to address all of the human resources needs of the colleges and district. The four essential components of the HR Master Staffing Plan are as follows:

• Staffing Planning

• Professional Development

• Equity and Diversity

• Personnel and Employment Relations Services

The Human Resources Master Staffing Plan was developed in response to the ACCJC’s District recommendation #4 regarding effective human resources management and planning practices. Beginning in the Spring of 2013 and continuing through the present, the Office of Human resources has been working collaboratively with all of the stakeholders in the colleges and district services using our strategic planning process to develop a logical framework for effectively planning staffing for the institution. There are four primary goals of the Human Resources Master Staffing Plan:

• Predictability • The Plan gives colleges and district services clear direction on what is

the appropriate level of staffing to meet the newly redefined roles • The Plan gives colleges and district clear direction on how staffing can

be expanded and contracted • Accountability

• The Plan holds colleges and district services accountable for their respective staffing allocations

• Efficiency—Colleges and District • The Plan streamlines filling of vacancies

• Connectivity—Colleges and District • The Plan fosters effective communication and collaborative relationships

between colleges and district services

The “Pillars” of the Human Resources Master Staffing Plan are as follows: • Mission, Vision and Purpose of the Institution— • Programmatic Needs of the Colleges—STUDENT SUCCESS • Financial Resources of the Institution

• Identifiable Mathematical Ratios:

• Numbers of Students per Site (unduplicated student headcount)

• Numbers of Full-Time Faculty

• Types/Numbers of Academic Programs (Gen Ed, CTE, etc.)

• Assignable Square Footage/Other Industry Rubrics and Benchmarks

Human Resources Master Staffing Plan


DSET Newsletter

“Strengthening our CORE” Management Training:

Tentative Summer Schedule May 19, 3:00 PM: (WCC) Room 113 Managing Performance Through Evaluation

May 23, 2:00 PM: (YC) Room 2142 Managing Performance Through Evaluation June 26, 3:00 PM (YC) Room 2142 Understanding the Revised Title 5/ EEO Training

The Human Resources Master Staffing Plan contemplates that each college and district services will receive a set allocation of staffing for each year which will best equip the colleges and district services to fulfill their respective mission. The Human resources Master Staffing Plan will be driven by the Educational Master Plans from each of the colleges and the District Services Master Plan. The Proposed Allocation Plan for Colleges is as follows:

• Allocation of full-time teaching faculty

• Allocation of full-time counselors

• Allocation of academic administrators

• Allocation of adjunct faculty (budget)

• Allocation of instructional support staff

• Allocation of administrative/clerical support staff

• Allocation of categorical/grant funded staff

The Proposed Allocation Plan for District Services is as follows:

• Allocation of facilities support staff based upon assignable square footage (M&O, security, etc.)

• Allocation of district support staff based upon service area (HR, EPS, FS, CO)

The Office of Human Resources is completing its due diligence with each of the stakeholder groups in the colleges and district services. The Plan will be formally presented at an upcoming DC3 Meeting. We are confident that we will meet the ACCJC timeline of June, 2014 for completion and implementation. If you have any additional questions or feedback, please feel free to contact Jacques Whitfield or Claudette Michel in the Office of Human Resources.

Human Resources Master Staffing Plan (Continued)


In order to become a more effective and responsive organization, the Office of human Resources embarked upon a strategic alignment process. The results of that process is this Plan, which we are sharing with all of our stakeholders. The mission of the Office of Human Resources is just as clear: to facilitate

student success by hiring, retaining, and developing a highly qualified, diverse

faculty, classified employees and management. This Strategic Plan is our

compass for ensuring that exemplary services remain a hallmark of the Office

of Human Resources. • The plan clarifies our core purpose and commitment to provide all college

and district employees with friendly, welcoming, and effective services to

meet their professional needs.

• It articulates seven vital signs, or measures of progress, of our effectiveness.

• It defines the “Four Pillars” of our work; i.e., the core competencies

we must develop to ensure exemplary services for all our clients. • The plan sets clear norms and behaviors that will guide our work as

a team, and will shape our interactions with district employees,

external stakeholders, and district and college leadership. This strategic plan represents our promise to our constituencies. It is a promise we intend to keep, by providing exemplary personnel and professional development services that facilitate a smoother pathway to success for every student, without exception.

Student success is the fundamental goal of Yuba Community College District. The Office of Human Resources facilitates student success by hiring, retaining, and developing a highly qualified, diverse faculty, classified employees, and management.

Our Purpose is Clear:

Provide exemplary personnel and professional development

services for all college and district employees, in a friendly

and welcoming manner.

2013-2016 Human Resources Strategic Alignment Plan


DSET Newsletter

Norms and Behaviors In everything we do, we will motivate, practice, and celebrate these norms and behaviors.

Office of HR District

Employees External

Stakeholders District & College Leadership

Trust & Authentic

Relationship

We accept and

honor the integrity

and intention of

each team

member, and are

open to and

supportive of each

other.

We foster an atmosphere that

says, “We care

about you!”

We are welcoming, friendly, and service-

oriented.

We provide support, guidance, and assistance to facilitate

decision making.

Mutual Respect &

Open Communication

We are genuine,

transparent, and

considerate of

each other.

We act as honest

brokers, to ensure positive outcomes.

We model a standard

of honest, unbiased

service.

We serve as the conscience of

the District, to ensure fair and equitable leadership and

administrative practices.

Courageous Leadership

We recognize and

act on our

individual

empowerment and

collective strength

to be leaders.

We foster an environment that

empowers

employees to act with integrity.

We promote an

environment that

embraces diverse

voices and equitable

access for all.

We encourage active

dialog, inclusiveness and

interactive resolution.

Champion Growth Opportunities

We speak the truth

and support each

other’s growth.

We promote a

culture of

continuous learning

and professional

growth for all.

We provide tools and

resources that

support personal and professional

aspirations of our stakeholders.

We strengthen core

knowledge, leadership

skills, and promotional

opportunities through

training & professional

development.

Vital Signs of Student Progress: Our vital signs provide insights into our students’ “educational health and well-being” at any point in time.

1. 1. Collaborative and trusting educational and work environments

2. Hiring of highly qualified, diverse employees

3. Quality and effectiveness of professional development opportunities for employees

4. Accuracy of work

5. Reduction and resolution of grievances and complaints

6. Fidelity with regulatory compliance requirements

7. Positive customer relationship and satisfaction

Four Pillars

1. Effective Communication & Collaborative Relationships 2. Diversity, Inclusion & Equity 3. Standards-driven Professional Development 4. Efficient & Accountable Services

-Jacques Whitfield, Chief Human Resources Officer




Assignment Date Who






Annual Action Plan Training Week of March 17

th or

24th DAAPT





Develop Review and Assessment Instruments and Timelines

2 Meetings in April IERT

Review 2014-15 Annual Action Plan and allocate resources to Highest Priorities

May 1, 2014 BAT

Annual Action Planning Complete and submitted to BAT

May 13, 2014 DAAPT





DSET is committed to strengthening our district through effective communication. We are committed to publish this

newsletter on a monthly basis and we need your help. In order to improve our communication and service to our

stakeholders, we want to hear from you. Please contact us if you have an issue, question, concern, critique or

commendation about any area of the District Services Operations. On behalf of all of us in the District Services Team,

thank you for your support and commitment to YCCD!

–Dr. Kayleigh Carabajal, Vice Chancellor of Educational Planning & Services

–Kuldeep Kaur, Chief Business Officer

–Dr. Jacques Whitfield, Chief Human Resources Officer

DSET Newsletter

May 2014 YCCD DSET Newsletter “Strengthening Our District Through Effective Communication”

Topics for the next monthly DSET Newsletter: *Compressed Calendar *New District Personnel

As we wind down our Spring 2014 semester, I am pleased to report we are achieving our Strategic Planning Protocol milestones:

• The District Annual Action Plan (DAAP) Team presented the 2014-15 Annual Plan to the Budget Advisory Team on schedule. This plan informs/drives resource allocation. CBO Kaur will provide more information as the “Tentative Budget” is developed.

• The District’s Strategic Goals, identified by the DAAP Team through the strategic planning process will be presented to DC3 on June 3rd.

The Institutional Effectiveness Review Team began their work this month. The Institutional Effectiveness Review (IER) is a district-wide process that evaluates the effectiveness of our integrated system of planning, resource allocation, implementation, and assessment. The IER framework is built upon ACCJC’s three pillars of institutional effectiveness: Program Review, Planning, and Student Learning Outcomes. High-performing institutions are expected to demonstrate a sustainable quality improvement level in each of the three areas. The following assessments are conducted annually to assure YCCD maintains the highest level of quality in our programs, services, and processes as we continually strive to enhance our effectiveness in improving student learning and success within a world-class learning environment. Components of the IER include:

• Program Review o Academic Program Review o Administrative Services Review o Participatory Decision Making Review o Student Services Review

• Planning o Long Term Plans (Educational Master Plans)

Program and Service Vitality Review Key Predictive Indicators (KPI) and Student Achievement

Data o Short Term Plans (Annual Action Plans) o Evaluation and Assessment of Planning and Goal Achievement

Planning and Budget Process Review Goal Achievement Evaluation

• Student Learning Outcomes o Student Learning Outcome (SLO) and Administrative Unit

Outcome (AUO) Assessments

Strategic Planning

DSET Newsletter

It is now readily apparent that we are experiencing an enrollment decline across the District. As I reported to the Board of Trustees on May 8, 2014, the decline for 2013-14 is -6.02%*. We are not alone; this downward trend extends to community colleges statewide. Without doubt, many factors contribute to this reduction over which we have no control:

• Tightening Federal Financial Aid regulations • State regulations limiting course repeatability • Decline in regional high school graduates

Realistically however, there is a great deal we can do to stem this decline. Some examples:

• Mentioning our programs to your neighbors and friends and highlighting the benefits/advantages of attending one of our colleges

• Passing out schedules and program flyers • Welcoming campus visitors and guests • Encouraging/supporting student retention and completion e.g.,

o assisting new students in those critical first weeks of term o coaching continuing students when obstacles arise that might

lead to their dropping classes o championing completion – we know certificates and degrees

do matter!

I am confidant you all have many actionable ideas to increase enrollments and would appreciate your sharing them with us at [email protected]. Working together as a community - we can overcome this enrollment challenge! *The report submitted to the Board of Trustees can be accessed here: http://www.boarddocs.com/ca/yccd/board.nsf/public

Enrollment Update

District Values *Openness *Student Success *Integrity/Honesty *Courage *Knowledge *Stewardship *Cultural Awareness/ Diversity *Respect

IT Corner

-Kayleigh Carabajal, Vice Chancellor, Educational Planning and Services

Watch for Flex offerings from IT and Media Services this fall. We will be doing a number of presentations on everything from Canvas to OneDrive. These offerings will be available at both colleges during convocation week. In addition, we are working on short web "How To" tutorials that will be available on demand.

mailto:[email protected]

http://www.boarddocs.com/ca/yccd/board.nsf/public

DSET Newsletter

District Vision *Providing an innovative, world-class learning environment *Building and maintaining An atmosphere of trust within the college district and with our communities *Developing and maintaining Programs and facilities that Best meet the needs of our Students and communities *Stewarding resources strategically to meet the diverse needs of our communities and region *Providing educational, economic, cultural, and civic leadership for our communities and region

The Governor presented the May Revision to his proposed budget for Fiscal Year 2014-15 on May 13, 2014. The May Revision presents the following estimated augmentations for our District: General Fund Unrestricted: Ongoing COLA (.85%): YCCD $357,974 One-Time Growth (2.75%): YCCD $0 General Fund Restricted: SSSP $100M Statewide: YCCD $396,506 SSSP $100M Statewide (Equity Plans): YCCD Unknown Economic and Workforce Development $50M: YCCD Unknown Telecommunications $1.4M: YCCD Unknown Capital Outlay Restricted: Deferred Maintenance $148M (No Match): YCCD $1.03M The resources were allocated to the District’s Annual Action Plan by the Budget Advisory Team on May 29, 2014. Please click on this link for additional information pertaining to the resource allocation. Despite the augmentations presented in the Governor’s Proposal, we have significant fiscal concerns ahead of us as we struggle with the structural deficit (expenses exceeding revenues). We had a structural deficit of $2M and as a result of reduction in management positions at Yuba College, reduction in deferred maintenance budget, and reduction in allowance for doubtful accounts on student receivables, the deficit has been reduced to $1.16M. However, this deficit would reduce the District’s fund balance significantly from 9.24% to 6.04% which leaves no funding for invention, startup of new programs, nor having funds available for contingencies in case of revenues/expenditures uncertainties. We will be recommending the proposed Tentative Budget to the Governing Board at its June 12, 2014 meeting based on a strategy that will assist to close the gap in the deficit and have a plan to fund retiree health benefits liability over the next 30 years. However, the strategy is risky as we rely on borrowing bonds (Certificates of Participation-COPs) in funding a portion of the retiree health benefits pay-as-you-go portion for the Fiscal Year 2014-15. For the succeeding years, the debt service payment for the COPs would be covered by the General Fund (ranging from $1.1M to $1.5M) until year 2025-26 and as we have freed General Fund monies by paying off debt service for Solar Project and Central Plant, the District would make balloon payments to the COPs in fully funding the retiree health benefits liability by beginning the balloon payments in 2025-26. Our current pay-as-you-go is $2.5M annually and if the debt service is $1.5M, we would have freed up $1M in addressing the deficit.

2014-2015 Budget Update

Purchasing Dates to Remember: June 8 Final Date to Use Store Credit Cards

June 20 Final Date to Use Cal Card

June 30 Final Date to Purchase from Follett

July 10 Final Date to submit 13-14 Invoices to AP

-Kuldeep Kaur, Chief Business Officer

http://www.yccd.edu/administrative-services/budget/summit.aspx?aid=91

DSET Newsletter

District Short-Term Goals 2013-2015 1) Improve Student Success and Completion Rates 2) Improve leadership and managerial competencies at all levels 3) Complete the transition to Multi- College District to increase organizational efficiency of the District and Colleges 4) Increase regional leadership 5) Prioritize Economic and Workforce Development programs Based on regional, state, and National imperatives

Yuba Community College District (YCCD) is pleased to welcome to Dr. Michael A. White, Ed.D, who has been selected to serve as the President of Woodland Community College (WCC). Dr. White’s name will be forwarded to the YCCD Governing Board for approval at the June 12, 2014 meeting. He will assume office on July 1, 2014. Dr. Michael White is currently the Vice President of Student Services at Reedley College, a part of the State Center Community College District. Dr. White has previously served as Interim President and Vice President of Student Services.

“I am honored to serve the students, faculty, staff, and community as President of Woodland Community College” stated Dr. White. “While my first task is to do a great deal of listening, of one thing I am already sure: Our College is committed to the student experience. Throughout my initial research into this opportunity and the selection process, a focus on high quality educational experiences for Career Technical Education, Associates-bound and transfer students was evident. I look forward to engaging our Woodland service area, Colusa County, and Yolo County stakeholders in continued partnerships benefitting some of California’s most underrepresented, yet deserving students.” "We are thrilled to have Dr. Michael White join us as President of Woodland Community College. Dr. White's experience, energy, and leadership will enable us to continue moving forward as a college and as a community" said Gary Sandy, Vice President of the Yuba Community College District Board of Trustees. With a professional career spanning over 30 years, Dr. White has instructional experience at the K-12, community college, and university levels. He currently serves in a variety of leadership capacities at Reedley College and at State Center Community College District. He is the Accreditation Liaison Officer, Student Success Committee Chair, Strategic Planning Co-Chair, and Enrollment Management Chair. As Interim President, Dr. White led Reedley College’s efforts resulting in removal from Warning status and reaffirmation of accreditation.

New President Selected for Woodland Community College

DSET Newsletter

“Strengthening our CORE” Management Training:

Tentative Summer Schedule June 26, 3:00 PM (YC) Room 2142 Topic of Discussion: TBD

YCCD Chancellor Dr. Douglas B. Houston attributes the leadership and involvement of WCC’s faculty, staff and students in assisting with attracting and selecting such a highly-qualified campus leader. Dr. White received his Doctorate in Educational Leadership at California State University, Fresno. He graduated with distinction from the University of New Mexico with a Master of Science degree in Physical Education, and earned a Ryan secondary teaching credential and Bachelor of Arts degree from the University of California at Davis. Dr. White is also a graduate of the prestigious Society for College and University Planning (SCUP) Institute. The nation-wide search for the Woodland Community College President began in February, after former President Angela Fairchilds accepted the position of President of Columbia College. Dr. Fairchilds was appointed to the WCC Presidency in 2006 as the Yuba Community College District transitioned to a multi-college district. “Dr. White will be a great fit for Woodland Community College” says Chancellor Houston. “Not only is he eminently qualified; he has substantial experience in rural colleges and in serving the needs of an Agricultural community.” Dr. White is married with two daughters. His wife Ruth serves as a K-5 elementary school principal, their daughter Lauren directs fund-raising projects for the Sacramento Region American Diabetes Association, and their youngest daughter Hayley is a student at Reedley College. We wish Dr. White the best of success as he assumes his new position!

-Jacques S. Whitfield, Chief Human Resources Officer

New WCC President Selected (Continued)



Assignment Date Who






Annual Action Plan Training Week of March 17th or 24th DAAPT





Develop Review and Assessment Instruments and Timelines May 2014 IERT

Annual Action Planning Complete and submitted to BAT April 29, 2014 DAAPT

Review 2014-15 Annual Action Plan and allocate resources to Highest Priorities April 30 or May 1, 2014 BAT





DSET is committed to strengthening our district through effective communication. We are committed to publish this newsletter on a monthly basis and we need your help. In order to improve our communication and service to our stakeholders, we want to hear from you. Please contact us if you have an issue, question, concern, critique or commendation about any area of the District Services Operations. On behalf of all of us in the District Services Team, thank you for your support and commitment to YCCD! –Dr. Kayleigh Carabajal, Vice Chancellor of Educational Planning & Services –Kuldeep Kaur, Chief Business Officer –Dr. Jacques Whitfield, Chief Human Resources Officer

Fall 2014 Accreditation Forum Schedule

Date/Time Location Evidence

Page

8/25/2014 at 3-5 p.m. Yuba College 2

8/26/2014 at 3-5 p.m. Yuba College 2

8/28/2014 at 3-5 p.m. Woodland Community College 2

9/8/2014 at 3-5 p.m. Sutter County Center with Video Conference to Clear Lake Campus, Woodland Community College, and Yuba College

3

10/17/2014 at 3-5 p.m. Yuba College ITV Classroom 4

1

Renee Hamilton

From: Renee HamiltonSent: Thursday, August 21, 2014 3:43 PMTo: All DistrictSubject: ANNOUNCEMENT: Open Forum Invitation

District Strategic Planning Process and ACCJC District Recommendations 1‐4

Please join us for an open forum on the District Strategic Planning Process and ACCJC District Recommendations 1‐4. Topics:

District Strategic Planning Process: Provide an overview of the implementation of the District Strategic Planning Process for 2013‐14 and introduce refinements to the 2014‐15 Strategic Planning Process that were made as a result of dialogue and evaluations. This will include planning, resource allocation, and assessment.

ACCJC District Recommendations 1‐4: Communicate the responses to ACCJC Recommendations 1‐4 for the District.

Presentation conducted by: Dr. Kayleigh Carabajal, Vice Chancellor Educational Planning and Services Kuldeep Kaur, Chief Business Officer Dr. Jacques Whitfield, Chief Human Resources Officer.

Monday, August 25, 2014 3:00‐5:00 p.m.

Yuba College, Multi‐Purpose Room

or

Tuesday, August 26, 2014 3:00‐5:00 p.m.

Yuba College, Multi‐Purpose Room

or

Thursday, August 28, 2014 3:00‐5:00 p.m.

Woodland Community College, Room 800

All staff are invited to attend one of the forums! Renee Hamilton Secretary to the Vice Chancellor Educational Planning and Services Yuba Community College District Phone: 530-741-6792 | Fax: 530-634-7709 | Email: [email protected]

1

Renee Hamilton

From: Anabel TocheSent: Thursday, September 04, 2014 2:20 PMTo: YC All; CLC All; SCC_All; All DistrictCc: Michael White; Ana Villagrana; Jane Harmon; Kayleigh Carabajal; Kuldeep Kaur; Jacques

Whitfield; Douglas Houston; Cathy Richter; Miriam RootSubject: Corrected Date - Announcement: College Forum InvitationAttachments: President's Office Announcement.9.8.14 District Strategic Planning Process and

Response to District Recommendation 1-4 Forum.pdf

1

Renee Hamilton

From: Renee HamiltonSent: Thursday, September 25, 2014 3:52 PMTo: All DistrictSubject: ANNOUNCEMENT: Open Forum - Oct. 17 at 3-5 p.m.

District Strategic Planning Process and ACCJC District Recommendations 1‐4

Please join us for an open forum on the District Strategic Planning Process and ACCJC District Recommendations 1‐4. Topics:

District Strategic Planning Process: Provide an overview of the implementation of the District Strategic Planning Process for 2013‐14 and introduce refinements to the 2014‐15 Strategic Planning Process that were made as a result of dialogue and evaluations. This will include planning, resource allocation, and assessment.

ACCJC District Recommendations 1‐4: Communicate the responses to ACCJC Recommendations 1‐4 for the District.

Presentation conducted by: Dr. Kayleigh Carabajal, Vice Chancellor Educational Planning and Services Kuldeep Kaur, Chief Business Officer Dr. Jacques Whitfield, Chief Human Resources Officer

Friday, October 17, 2014 3:00‐5:00 p.m.

Yuba College, ITV Room 1170 Renee Hamilton Secretary to the Vice Chancellor Educational Planning and Services Yuba Community College District Phone: 530-741-6792 | Fax: 530-634-7709 | Email: [email protected]

August, 2014

Strategic Planning ACCJC District Recommendations

__District Strategic Planning Protocol (SPP) Overview (6-year time horizon)

__Annual Implementation Cycle (2013-14 1-year time horizon) (Handout) ◦ __Local Planning

◦ __I. Program and Services Prioritization

◦ __II. District Annual Action Plan

◦ __III. Resource Allocation

◦ __IV. Institutional Effectiveness Review

#4. __Human Resources Planning and Evaluation #2. __Resource Allocation (Handout) #1. __Strategic Planning #3. __Functional Delineations

(College and District)

Vision6 Year Cycle

Focus6 Year Cycle

Implementation and EvaluationAnnual Cycle

Yuba Community College District Strategic Planning Protocol

MissionVisionValues

Institutional SLOsLong-term Goals with Objectives College Missions

Governing Board:Framework and organizational

philosophy

Chancellor: Short-term Goals

and Long-term Strategic Goals

WCC Educational Master Plan

YC Educational Master Plan

YCC DistrictServices

Master Plan

Emergent Strategies

Emerging Long-Term trends or Strategic Initiatives

Comprehensive District Master Plan

(CDMP)

Strategic Planning Team prepares Long-

term Operational Plan

Key Predictive Indicators

Emergent Strategies

Short-term initiatives or contingency

events

Program and Service Vitality Review

Prioritization Criteria

Ranking by PSV Teams

(Work Groups)

District Annual

Action Plan

Annual Action

Planning Team

prepares District Annual

Action Plan

Annual Resource Allocations and

Budget Development

Process

Budget Advisory Team prepares

resource allocation

recommendations

Institutional Effectiveness Review

Institutional Effectiveness Team

Implements:

A. Planning and Budget Process

Review

B. Evaluation of Prior AY Year’s Goal

Achievement and Key Predictive Indicator

Results

C. Program Reviews and SLO Assessments

January – June(Every 6 Years)

October – March(Every 6 Years)

March – May October – February March – May July - September

Annual Year Implementation(July 1st)

Year 1 (2012-13) Design, Dialogue, and Approvals

Year 2 (2013-14) First Full Cycle Implementation ◦ *Resource Allocation Hybrid: Roll-over Base Funding and Augmentation

Year 3 (2014-15) Process Improvement Implementation Based Upon Ongoing Dialogue and Assessment ◦ Refined Resource Allocation Process

◦ Human Resources Master Plan Refinement (Pillars and Guidelines)

◦ *Institutional Effectiveness Review in Progress (June-September 2014)

Program Review Validation

(1st Level PSV Prioritization)

October October - November

November - January

February March - April May- June July - September

Local Annual Action Planning

(2nd and 3rd Level PSV

Prioritization)

District Level Prioritized Programs and Services

Identification

-Academic PR-Administrative SR-Student Services R

Administrative Services Review

Colle

ges

Dis

tric

t Se

rvic

esBo

ard

of T

rust

ees/

Ch

ance

llor

Part

icip

ator

y D

ecis

ion-

mak

ing

Com

mit

tees

Program Review Validation Teams

Administrative Services Review Validation Team

Budget and Planning Committee (2nd) and

President’s Office (3rd) Prepare WCC Annual Action Plan

DSET (informed by Colleges’ Annual Action Plans and Strategic

Initiatives) Prepares DS Annual Action Plan

College Council (2nd) and President’s Office (3rd) Prepare

YC Annual Action Plan

College and District Services Level PDM Committees

Prioritize District List Programs and

Services

District Annual Action Planning

DC3Institutional Effectiveness Review Team

DC3Three PSV

Work Groups

Budget Development and

Resource Allocation

WCC -Goal Outcome Achievement-SLO Results

-Program Review Themes

YC -Goal Outcome Achievement-SLO Results


DS -Strategic Initiative Outcome

Achievement-Goal Outcome Achievement

-Administrative Services Review Themes


(Feedback Loop Informs Process Modification

and Planning)

Key Predictive Indicator Data

Planning/Budget and Participatory Decision-

making Process Evaluation



Accept Tentative Budget

Accept Institutional Effectiveness Review Report and Guide Performance Expectations

for Following Year

Compile Strategic Initiatives, Prioritized List

and WCC, YC, and DS Annual Action Plans

Develop Budget Based Upon:1. Budget Scenario

2. Prioritized PSV List3. Annual Action Plans4. Strategic initiatives

Compile and Analyze Institutional

Effectiveness Results

Identify Emerging Trends and Strategic Initiatives

Program Reviews: (APRs, ASRs and SSRs)

and SLO and AUO Assessments

YCCD Process: Annual Integrated Planning and Evaluation Cycle (I.-IV.)

I. II. III. IV.

IV. Institutional Effectiveness Review ReportI. District-level

Prioritized PSV List Three Annual Action Plans and Prioritized PSV Lists

(Colleges and District Services)

II. District Annual Action Plan III. Tentative Budget

Variable Budget Scenarios: Stability

AugmentationOR

Reduction

Local Program Review, SLO Assessment, and Planning

WCC – PSV Prioritized List

YC – PSV Prioritized List

DS – PSV Prioritized List

WCC – Annual Action Plan

YC – Annual Action Plan

DS – Annual Action Planand

Strategic Initiatives

DC3District Annual

Action Plan Team

DC3Budget

Advisory Team




November - January




Prioritization)


Identification



Colle

ges

Dis

tric

t Se

rvic

esBo

ard

of T

rust

ees/

Ch

ance

llor

Part

icip

ator

y D

ecis

ion-

mak

ing

Com

mit

tees











Services



DC3Three PSV

Work Groups


Resource Allocation










and Planning)








for Following Year











I. II. III. IV.






AugmentationOR

Reduction









DC3District Annual

Action Plan Team

DC3Budget

Advisory Team

Academic Program Vitality Criteria

YCCD ACADEMIC PROGRAM VITALITY CRITERIA

I. Vision (Maximum 10 points)

How does the program support the District vision statement? (5 points) Specifically, how does the program meets the needs of our students and communities?

How does the program support the District goals and future directions? (5 points)

YCCD Short Term Goals

YCCD Long Term Goals

II. Demand (Maximum 35 points)

2 year enrollment trend (5 points)

Course fill rate [enrollment/capacity] (5 points)

Awards (degrees and certificates) (5 points)

#/% Degree/Certificate Applicable Courses (5 points)

#/% Transferable Courses (CSU and/or UC) (5 points)

#/% Courses that are required for, or support other programs (5 points)

Occupational Outlook (labor market projections), including indicators if the programs supports a high demand occupation (i.e. Next Economy Clusters, etc.) (5 points)

Other (any other data not listed that would be important to demonstrate demand for the program, such as students served, services provided, etc.) (5 points)

III. Program Quality (Maximum 35 points)

Established and implemented learning outcomes, evaluation plan and improvement plan (10 points)

Faculty/staff affiliations/connections/collaborations with regional partners (5 points)

Articulation agreements with high schools (5 points)

Transfers to 4-year universities (10 points)

Other (any other data not listed that would be important to demonstrate quality of the program, such as job placements, surveys, student outcomes, community connections, etc.) (5 points)

IV. Revenues (Maximum 30 points)

FTES, FTEF, Productivity (2 years) (15 points)

Any other revenue data available to the program (15 points)

V. Potential (Maximum 35 points)

Investment will enhance student success/ retention (10 points)

Program/discipline can grow with no new resources (other than increased allocation of FTEF) (5 points)

High quality facilities/equipment central to courses and learning within this program/discipline (5 points)

Investment will create new and innovative ways to support the District’s vision statement (5 points)

Investment will strengthen existing as well as new academic programs (5 points)

Investment will increase enrollment/productivity (5 points)

VI. Other

Crucial information not provided under the previous categories (5 points)

The following Program Quality criterion is under development pending further definition: Faculty/staff evidence and recognition of innovative teaching and learning

* Programs are scored on a ratio of [points earned] / [points applicable]. Not all criteria listed will be applicable to each program.

Services – Non-Instructional Vitality Criteria

YCCD SERVICES & NON-INSTRUCTIONAL PROGRAM VITALITY CRITERIA I. Vision (Maximum 10 points):

Direct support for the vision and short-term goals of the District (5 points)

Services support student learning outcomes and assures equitable and appropriate student access (5 points)

II. Demand (Maximum 25 points):

Impact on: (5 points)

students

other college or district services

Growing demand for service (5 points)

Service includes requirements for other programs or services (interdependencies) (5 points)

Impacts diverse student/staff population (5 points)

External (i.e. outside of YCCD) demand for service (5 points)

III. Service Quality (Maximum 25 points):

Service uses faculty, staff and student input and other appropriate measures in order to improve the effectiveness of these services (5 points)

Staff engagement in professional development (5 points)

Established and implemented administrative unit outcomes, evaluation and service improvement plan (5 points)

Demonstrated effective and consistent communication to appropriate constituents, district-wide (i.e. updated website, agendas and minutes posted, etc.) (5 points)

High quality services/technology/facilities central to student learning (5 points)

IV. Mandated Requirements/Compliance (Maximum 15 points):

Compliance with federal, state and local codes and statutory regulations (15 points)

V. Revenues (Maximum 15 points):

High efficiency as measured by staff/time ratios and costs (5 points)

Requires low level of resources (5 points)

Generates significant resources to defray costs (5 points)

VI. Potential (Maximum 20 points):

Service can grow with no new resources (5 points)

Investment will create new and innovative ways to support district vision (5 points)

Investment supports opportunities for greater collaboration and team approaches in the delivery of services (5 points)

Investment will strengthen or support a variety of college programs and/or District Services programs and services (5 points)

VII. Other

Other information not provided under previous categories [i.e. Affiliations/connections taking advantage of regional environment, etc.] (10 points)

The following Services Quality criteria are under development pending further definition: College or district evidence and recognition of service effectiveness Staff engaged in innovative service techniques * Services are scored on a ratio of [points earned] / [points applicable]. Not all criteria listed will be applicable to each program.

http://www.yccd.edu/about/our-vision.aspx

To meet the Standard, the teams recommend: ◦ human resources planning be integrated with institutional planning,

◦ the District and Colleges should systematically assess the effective use of human resources and use the results of the evaluation as a basis for improvement,

◦ and identify needed staff in faculty, classified, and management positions.

◦ Further, the teams recommend the systematic evaluation of all personnel at stated intervals with appropriate documentation. For all employee groups, the District should also follow clearly defined appropriate written evaluative processes that are in written terms. (III.A.1.a-b, III.A.6)




November - January




Prioritization)


Identification



Colle

ges

Dis

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ard

of T

rust

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Ch

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Part

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Com

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Services



DC3Three PSV

Work Groups


Resource Allocation










and Planning)








for Following Year











I. II. III. IV.






AugmentationOR

Reduction









DC3Budget

Advisory Team

DC3District Annual

Action Plan Team




November - January




Prioritization)


Identification



Colle

ges

Dis

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t Se

rvic

esBo

ard

of T

rust

ees/

Ch

ance

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Part

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Com

mit

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Services



DC3Three PSV

Work Groups


Resource Allocation










and Planning)








for Following Year











I. II. III. IV.






AugmentationOR

Reduction









DC3District Annual

Action Plan Team

DC3Budget

Advisory Team

Planning: http://planning.yccd.edu/

http://planning.yccd.edu/




November - January




Prioritization)


Identification



Colle

ges

Dis

tric

t Se

rvic

esBo

ard

of T

rust

ees/

Ch

ance

llor

Part

icip

ator

y D

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ion-

mak

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Com

mit

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Services



DC3Three PSV

Work Groups


Resource Allocation










and Planning)








for Following Year











I. II. III. IV.






AugmentationOR

Reduction









DC3District Annual

Action Plan Team

DC3Budget

Advisory Team

To meet the Standards, the teams recommend that the District, in conjunction with the Colleges, develop and implement a resource allocation model that is driven by planning and student success.

The model should be developed in an inclusive manner, be transparent and clearly communicated and evaluated periodically for effectiveness in supporting the District’s and Colleges’ missions. (I.A.1, I.B, III.A.6, III.B.2.b, III.C.2, III.D.4, III.D.1.a-d, III.D.2.b, III.D.3, IV.B.3.c)




November - January




Prioritization)


Identification



Colle

ges

Dis

tric

t Se

rvic

esBo

ard

of T

rust

ees/

Ch

ance

llor

Part

icip

ator

y D

ecis

ion-

mak

ing

Com

mit

tees











Services



DC3Three PSV

Work Groups


Resource Allocation










and Planning)








for Following Year











I. II. III. IV.






AugmentationOR

Reduction









DC3District Annual

Action Plan Team

DC3Budget

Advisory Team

To meet the Standards, the teams recommend that the chancellor develop and implement short term and long term data driven strategic plans. These should be developed in an inclusive manner, be transparent, clearly communicated and inclusive of the planning at the Colleges. Particular focus should be in the development, implementation, assessment and evaluation of the following: ◦ A strategic plan guiding the District in integrating its planning processes that

result in the District meeting its goals set forth and in line with their vision and mission;

◦ A planning structure driving allocation of District resources for the District, the Colleges, and the off-campus centers; and

◦ A planning calendar including timelines that are delineated with parties/positions responsible. (I.A.4, I.B.2, I.B.5, II.A.2, II.C, III.B)

Mission (BP 1200) Vision (Adopted 2011)

The primary mission is to:

provide rigorous, high quality degree and

certificate curricula in lower division arts and sciences and in vocational and occupational fields as well as business-focused training for economic development.

An essential and important function of the District is to provide remedial instruction, English as a second language instruction, and support services which help students succeed at the postsecondary level.

Additionally, an essential function of the District is to provide adult noncredit educational curricula in areas defined by the State.

The vision is to ensure student success by:

◦ Providing an innovative, world-class learning environment;

◦ Building and maintaining an atmosphere of trust within the college district and with our communities;

◦ Developing and maintaining programs and facilities that best meet the needs of our students and communities;

◦ Stewarding resources strategically to meet the diverse needs of our communities and region;

◦ Providing educational, economic, cultural, and civic leadership for our communities and region.

Values (Adopted 2014)

Institutional Student Learning Outcomes (Adopted 2005)

Knowledge

Stewardship

Culture

Honesty

Respect/Mutual Trust

Student Success

Openness

Courage

Communication Computation Critical Thinking Global Awareness Information Competency Personal and Social

Responsibility Technological Awareness Scientific Awareness

Five District Short-term Goals (Adopted 2013)

1. Increase Student Success and Completion Rates

2. Improve leadership and managerial competencies at all levels

3. Complete the transition to Multi-College District to increase organizational efficiency of the District and Colleges

4. Increase regional leadership

5. Prioritize Economic and Workforce Development programs based on regional, state and national imperatives

Five Long-term Strategic Goals (Adoption in Progress)

1. Increase student success and maximize the student experience through andragogy, curriculum and well-aligned student services programs designed to enhance student learning and completion

2. Integrate planning and institutional effectiveness processes within a culture of evidence

3. Strengthen our CORE* as a 21st-century, learning-centered organization; employ, develop and sustain highly-professionally qualified faculty and staff

4. Complete multi-college district transition in structure, roles, responsibilities, and processes

5. Assert regional educational, economic and workforce leadership; prioritize Economic and Workforce Development Programs based on regional, state and national imperatives

Questions?

Comments?

Feedback?

To meet the Standard, the teams recommend that the District provide the following:

◦ Delineation of its functional responsibilities; ◦ Determination of whether current functions provided by the District office should

be centralized or decentralized to better serve the needs of the students; and ◦ Clarification of the District level process for decision making and the role of the

District in College planning and decision making.

The District should clearly identify District committees, perform a regular review of their work, conduct review of the overall effectiveness of District services to the Colleges and widely disseminate the results of those reviews. (I.A.4, I.B.1, III.B, IV.A, IV.B.3)

Two Tools: 1. Function Map – developed in 2013-14 2. Responsibility Matrix

◦ 2 Responsibility Matrices (2013-14):

DE Responsibility Matrix IT/Media Services Matrix

◦ 7 Responsibility Matrices (2014-15)

Admissions and Records Assessment Catalog and Class Schedule Financial Aid Maintenance and Operations Professional Development

To meet the Standard, the teams recommend that the District provide the following:

◦ Delineation of its functional responsibilities; ◦ Determination of whether current functions provided by the District office should

be centralized or decentralized to better serve the needs of the students; and ◦ Clarification of the District level process for decision making and the role of the

District in College planning and decision making.

The District should clearly identify District committees, perform a regular review of their work, conduct review of the overall effectiveness of District services to the Colleges and widely disseminate the results of those reviews. (I.A.4, I.B.1, III.B, IV.A, IV.B.3)

The District should:

1. clearly identify District committees (District Handbook)

2. perform a regular review of their work (Committee Effectiveness Review)

3. conduct review of the overall effectiveness of District services to the Colleges (District Services Evaluation)

4. and widely disseminate the results of those reviews: http://ie.yccd.edu/Data/Sites/1/media/documents/district_services_evaluation_report_fall_2013-final.pdf

http://ie.yccd.edu/Data/Sites/1/media/documents/district_services_evaluation_report_fall_2013-final.pdf





◦ Academic Calendar Committee (ACC)

◦ Budget Advisory Team (BAT)

◦ College Leadership of Academic and Student Services (CLASS)

◦ District Colleges Academic Senates Leadership Group (DCAS)

◦ District Consultation and Coordination Council (DC3)

◦ District Curriculum Committee (DCC)

◦ Sabbatical Leave Committee (SLC)

◦ Technology Committee (TC)

Clarification of the District level process for decision making

Identifies District Committees

http://mycampus.yccd.edu/district/Pages/default.aspx



2013-14

Category ACC BAT CLASS DCAS DC3 DCC SLC TC Average

by Category

Range

Committee Process 4.4 3.6 4.3 4.4 3.8 4.2 4.4 3.7 4.1 Range = 3.6 to 4.4

Prioritization 3.9 3.9 3.6 3.6 3.1 4.0 4.1 3.3 3.7 Range = 3.1 to 4.1

Participatory Decision-making 4.1 3.4 3.2 4.2 3.3 4.3 4.4 2.9 3.7 Range = 2.9 to 4.4

Outcomes 3.9 3.9 3.3 3.8 2.8 3.8 4.3 3.5 3.7 Range = 2.8 to 3.9

Communication 3.7 3.5 3.5 3.8 3.2 3.8 4.2 3.4 3.6 Range = 3.2 to 4.2

Evaluation 4.1 3.4 3.0 3.5 3.1 3.4 3.9 3.5 3.5 Range = 3.0 to 4.1

Average Committee Score 4.0 3.6 3.5 3.9 3.2 3.9 4.2 3.4 Range = 3.2 to 4.2

4.1

3.7

3.7

3.7

3.6

3.5

1 2 3 4 5

Committee Process

Prioritization

Participatory decision-making

Outcomes

Communication

Evaluation

Committee Effectiveness Review

Averages by Category 2013-14

Category Strategies*

Committee Structure Consider committee consolidation

Revisit membership to minimize duplicative service

Logistics Distribute agendas timely

Distribute handout(s) timely

Accomplish more electronically (e.g., electronic discussions, voting, etc.)

Eliminate technology issues

Encourage/ require attendance

Purpose Revisit committee purpose statements to include goals as appropriate

Focus on committee purpose (stay on task)

Participatory Decision-making Formalize process for decision-making (e.g., first read, then decision)

Formalize decision-making rules (e.g., define majority, quorum, consensus or recording, etc.)

Track decisions and revisit/assess more often

Communication Centralize committee communication (e.g., “one stop” for all committee agendas and minutes)

Clarify and standardize member communication responsibilities (i.e., in-reporting and out-reporting)

Develop brief report-out templates (e.g., decision table, etc.)

Develop acronym reference guide

Outcomes Memorialize and publicize annual accomplishments and outcomes

Evaluation Develop annual cycle of internal and external survey instrument administration

Develop an implementation plan for improving process and outcomes for eight District standing committees

Orientation and Training Provide annual orientation for new committee members

Provide professional development for both Face-to-face and

meetings at a distance for:

Facilitators

Committee members

District Standing Committees CQI Recommendations 2013-14

Source*: Committee Effectiveness Reviews

Fall 2013

Background

◦ College Leadership Expectations

Business/Fiscal Services/Purchasing Human Resources Information Technology Maintenance and Operations Printing/Publications/Mail Police Services

◦ Survey Construction ◦ Results Available:






Two themes emerge across department results. Respondents request:

◦ an accurate list of department/function contacts, and

◦ clarification of district versus college roles and responsibilities with regard to these services.

It is noteworthy that no recommendations are found suggesting decentralizing any of the services as a means for improvement. When asked to provide suggestions for improving centralized District-provided services as a whole, respondents focus on improved communication and an array of department–specific suggestions.

The majority of respondents (74.3%) agree Business/Fiscal Services/Purchasing services are delivered professionally, yet fewer than three-fifths (57.5%) know how to access these services.

Over four-fifths of respondents (82.5%) know how to access Human Resources/Personnel Services and agree the services are delivered professionally. A lower percentage indicates the service is meeting their needs (60.7%).

Nearly three-fifths of respondents (58.8%) know how to access Information Technologies (IT) services and 44.2% agree the services are delivered professionally. It is noteworthy that many respondents attribute ongoing issues and concerns with Distance Education (DE) to lack of responsiveness from this department. Because IT assumed oversight of DE infrastructure just weeks before the survey administration, this misunderstanding may have confounded these results.

Over three-fifths of respondents (59.1%) agree the Maintenance and Operations services are delivered professionally and a similar number (56.9%) know how to access this service. A lower percentage indicates satisfaction with the services delivered (46.2%).

Respondents rate Printing/Publications/Mail highly in all of the six areas with responses ranging from 86.4% to 91.6% Strongly Agree or Agree.

Nearly three-quarters of respondents (74.4%) agree Police Services respond both promptly and effectively. Fewer indicate satisfaction with this service (67.1%).

Part-time employees and employees located at Yuba College are found to indicate lower levels of agreement with the six statements. Not surprisingly, part-time employees are less likely to know how to access Business/Fiscal Services/Purchasing, Information Technologies, Printing/Publications/Mail, and Police Services as compared to full-time employees. Yuba College employees are less likely to indicate satisfaction with Information Technologies and Maintenance and Operations as compared to WCC and District Services personnel.

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

I know how to access this District Service

This District Service responds promptly to my requests.

This District Service response effectively meets my needs.

This District Service provides high quality service.

This District Service is delivered professionally.

I am satisfied with the services delivered by this District Service.

Business/Fiscal Services/Purchasing Evaluation Fall 2013 (by percentage of respondents answering question)

Strongly

Agree

Agree Somewhat Agree Disagree Strongly Disagree

Business Services: Implementing technologies for budget transfers and procurement communication

Information Technologies: Learn.yccd.edu , IT/MS

Responsibility Matrix, Removal of restrictions from teaching stations and providing administrative access to these systems

Maintenance and Operations: Custodial care for identified

facilities

Human Resources: Revised New Employee Orientation, Portal

Access:

◦ YCCD Institutional Effectiveness

http://ie.yccd.edu/

◦ Evaluation Results:


http://ie.yccd.edu/

http://ie.yccd.edu/







Planning: http://planning.yccd.edu/

Institutional Effectiveness: http://ie.yccd.edu/home



http://ie.yccd.edu/home



Year 1 (2012-13) Design, Acceptance, and Approvals

Year 2 (2013-14) First Full Cycle Implementation ◦ *Resource Allocation Hybrid Combination: Roll-over Base Funding and

Augmentation

Year 3 (2014-15) Process Improvement Implementation ◦ Resource Allocation Refined Methodology

◦ Staffing Plan Refinement

◦ Institutional Effectiveness Review in Progress (June-September 2014)

Please complete and submit the Planning and Budget Development Survey by

September 1, 2014

Strategic Planning ACCJC District Recommendations

__District Strategic Planning Protocol (SPP) Overview (6-year time horizon)

__Annual Implementation Cycle (2013-14 1-year time horizon) (Handout) ◦ __Local Planning

◦ __I. Program and Services Prioritization

◦ __II. District Annual Action Plan

◦ __III. Resource Allocation

◦ __IV. Institutional Effectiveness Review

#4. __Human Resources Planning and Evaluation #2. __Resource Allocation (Handout) #1. __Strategic Planning #3. __Functional Delineations

(College and District)

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