Leadership Retreat

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Leadership RetreatWest Hills Community College District

February 26, 2009


Chancellor’s Report

Presented by:Frank Gornick


Vision for Greatness

VISION FOR GREATNESS ATWEST HILLS COLLEGE

Our salvation will be hard work, not Sacramento. Our success lies in our willingness to do things differently, not the same old way. Our greatness will be in how we honor one another for our differences and honestly confront our faults. We will develop new traditions, keeping ties to our proud history. We will grow as professionals who know the value of learning. Our colleagues will identify us as leaders in our profession because we are student centered and that we care for one another. We will measure our success by the success of our students. The quality of their life and the lives of the people they care for will be better because of our work. We are in the business of making a difference because we are learners. Frank GornickJanuary 7, 1994


Succession Planning



What is Succession?

• the coming of one person or thing after another in order, sequence. 2. a number of persons or things following one another in order or sequence. 3. the right, act, or process, by which one person succeeds to the office, rank, estate, or the like, of another. 4. the order or line of those entitled to succeed one another.


Why Plan Now?

• Preparation for the future• We don’t want to undo all that we have

accomplished


Enrollment

* Headcount includes all Summer Intersessions and Online Enrollment


Online Enrollment


General Fund Budget Revenues

* Budgeted Revenue


Measure G Funds


Measure Q Funds – SFID #1


Full Time Faculty


Timeline of Accomplishments• 1995 – Residence Halls re-opened• 1995 – Football program reinstated• 1996 – WHCCD joins consortium to recruit international students• 1997 – Inaugural Hall of Fame Event• 1998 – Donation of 107 acres of land for WHC Lemoore• 1998 – Voters pass $19.5 million bond (Measure G)• 1998 – Lemoore Child Development Center (Cinnamon Street) opened• 1999 – First online classes offered• 1999 – Kings County Economic Development Partner Award• 2000 – Cheney State Preschool opened• 2001 – Construction begins for WHC Lemoore• 2001 – Donation of 230 acres of land for WHC Coalinga Farm of the Future• 2001 – Psychiatric Technician Program begins• 2001 – Lemoore Child Development Center (New Campus) opened• 2001 – Major renovations underway for WHC Coalinga• 2001 – Employee Scholars Program Begins


Timeline of Accomplishments (continued)• 2002 – MetLife Foundation Community College Excellence Award• 2002 – Avenal Infant Center opened• 2003 – Hotel Management; Resort and Club Management; Restaurant and Food Services

Management programs begin• 2003 – All students receive free email account• 2004 – California Community Colleges Chancellor’s Diversity Award for Excellence• 2004 – San Joaquin Child Development Center opened• 2004 – Expansion of Coalinga Child Development Center• 2005 – Expansion of Lemoore Child Development Center• 2006 – WHC Lemoore fully accredited• 2006 – WHC Coalinga Child Development Center undergoes $2 million expansion• 2006 – $1.5 million Storage Area Network (SAN) system replaces outdated computer servers• 2007 – More than 6,000 students enroll in spring semester• 2007 – WHCCD 75th Anniversary Celebration begins• 2007 – Avenal State Preschool opened• 2008 – Nursing Program receives approval from the Board of Registered Nursing• 2008 – Tamarack State Preschool opened


Employee Scholars Program




• The Employee Scholars Program (previously known as the Employee Educational Assistance Program) began November 13, 2001.

• There have been 83 approved applications since that time.

• There are currently 20 participants

• Reimbursements of more than $190,762 have been made.

• More than 791 units have been taken by participants.



• Schools include:– West Hills College– CSU Fresno– University of Phoenix– Franklin University– UCLA– Fresno Pacific– University of Missouri– University of Illinois– Ashford University– Boise State– Sonoma State– CSU Bakersfield– Walden University– Fielding Graduate University– Rockhurst University– Capella University

– Excelsior College– Chapman University– Cal Poly– Saint Leo University– Colorado Technical University– UC Davis– UC San Diego– State Center Community College

District– CSU Northridge– Canyon College– Hope International University– Columbia College– CSU Dominguez Hills– Concord Law School– National University



• Future Plans:– Employee Scholars Program Reunion, Late Spring 2009– Group Photo– Brochure to be developed

• What is being done to encourage participation?


Administrative Internship Program



Draft Reorganization Model




Administrative Evaluations



Administrative Evaluations

• 360 Degree Evaluation

• Student Learning Outcomes (SLOs) and Administrators

• Qualitative/Quantitative Aspects

• Merit Pay


Presidential Expectations ofAdministrative Evaluations of Faculty

Presented by:Willard Lewallen

AndDon Warkentin



Instructional Efficiency and Effectiveness

Presented by:Pedro Avila

AndFrank Gornick


WSCH/FTEF Efficiency Ratio Examples

Course Enrollment Course Weekly Hours

Weekly Student Contact Hours (WSCH)

Instructor Load (FTEF)

WSCH/FTEFRatio

MATH 25 30 3 90 .20 or 20% 450

CHEM 2 Lab 30 3 90 .15 or 15% 600

NC 100 30 Based on attendance

60 .15 or 15% 400

PSYTEC 12 30 12.5 375 .90 or 90% 417

The WSCH/FTEF ratio measures Weekly Student Contact Hours per instructor load. The ratio allows for efficiency comparisons across courses with different weekly contact hours and instructor loads.


WSCH/FTEF Efficiency Ratios by Campus (face-to-face)

409

439 428

384355

380

296

362 361

313

317333

449

563537

470437

452

270

332246

152120

154

0

100

200

300

400

500

600

2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 2007-2008

Lemoore classroom expansion (15% increase in sections)

State Budget Cuts.

40% reduction in sections offered.

Start of Iraq War

Opening of Lemoore College Reduction of Psych Tech

Courses

Psych Tech Courses Restored

LemooreCoalingaNDC

NAS

State budget cuts


544

461425 422

449

622

552508

461 449

0

100

200

300

400

500

600

700

2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 2007-2008

Sections -

Coalinga =71Lemoore =108

124 Online Sections

4,384 duplicatedenrollments

Sections -


11,696 duplicatedenrollments

Budget cuts - Online sections reduced to 105

Sections -


Sections -


WSCH/FTEF Efficiency Ratios by Campus (Online)

Lemoore OnlineCoalinga Online


CCSSE Report

Presented by:Pedro Avila


2008 CCSSE Results

ABOUT THE SURVEY

The Community College Survey of Student Engagement (CCSSE) is a national survey that serves as a benchmark to assess institutional quality as it directly relates to the student’s learning experience. Accrediting institutions recognize the value of the survey as part institutional self-study and quality improvement.

WHCCD courses that participated in this survey were randomly selected by CCSSE and included adequate samples of morning, afternoon, and evening courses. A total of 423 students were surveyed at the Lemoore campus, 208 at the Coalinga campus, and 137 at the NDC campus. Note that CCSSE does not survey online students. All data analysis was conducted by CCSSE researchers.


2008 WHCL Results

Benchmark is based on average score from 585 participating colleges.

Area of Measurement

Lemoore

+ / - Benchmark

2007 2008

1. Active and Collaborative Learning7.5 3.4

2. Student Effort 5.8 1.63. Academic Challenge 4.3 1.1

4. Student-Faculty Interaction 5.3 1.4

5. Support for Learners 4.7 5


WHCL Areas Above the Mean

Benchmark Question

Active and Collaborative Learning

*Worked with other students on projects during class

Support for Learners *Encouraging contact among students from different economic, social, and racial ethnic backgrounds.

*Frequency of career counseling (does not include academic advising)

* Questions above the mean on both 2007 and 2008 surveyssignificance at P<.001 with effect size >=.2


Coalinga and NDC Results

Area of Measurement

Coalinga & NDC

+ / - Benchmark

2007 2008

1. Active and Collaborative Learning 8.9 6.22. Student Effort 6.4 4.73. Academic Challenge 1.6 0.5

4. Student-Faculty Interaction 2.1 -0.15

5. Support for Learners 11.5 8.3

Benchmark is based on average score from 585 participating colleges.


WHC Coalinga Areas Above the Mean

Benchmark QuestionActive and Collaborative Learning

Asked questions in class or contributed to class discussions* Made a class presentationParticipated in a community based project as part of a regular course.

Student Effort * Prepared two or more drafts of a paper or assignment before turning it in.

Academic Challenge * Number of assigned textbooks, manual, books, or book-length packs of course reading.Number of written papers or reports of any length

Support for Learners *Helping you cope with your non-academic responsibilities (work, family, etc.)* Providing the support you need to thrive socially* Frequency of career counseling (does not include academic advising)

* Questions above the mean on both 2007 and 2008 surveyssignificance at P<.001 with effect size >=.2


2008 Survey Questions Below the Mean

Lemoore Student Effort - Frequency of peer or other tutoring.

Coalinga 1. Student Effort - Preparing for class (studying, reading,

writing, rehearsing, doing homework or other activities)

2. Academic Challenge – Synthesizing and organizing ideas, information, or experiences in new ways.

3. Student-Faculty Interaction – Received prompt feedback (written or oral) from instructors on your performance.

Note: none of the questions below the mean are recurring from the 2007 survey.


Budget Status Updateas of January 31, 2009

Presented by:Ken Stoppenbrink


General Fund 11

• District is 58.4% through the Fiscal Year• General Fund Revenue for the entire District is

$ 19,471,335 or 60.7% for all cost centers• Coalinga Revenues are $ 5,757,674 based on 29.57%

of the FTES • Coalinga Expenses are $ 7,653,765 or 57.9% of their

budget. Coalinga receives 36.74% of GF budget• NDC Revenues are $ 2,338,507 based on 12.01% of

the FTES • NDC Expenses are $ 1,253,005 or 74.5% of their

budget. NDC receives 4.67% of GF budget


General Fund 11 (continued)

• Lemoore Revenues are $ 11,303,110 based on 58.05% of the FTES

• Lemoore Expenses are $ 7,917,665 or 62.9% of their budget. Lemoore receives 34.99% of GF budget

• LNAS Revenues are $ 37,398 based on .37% of FTES

• LNAS Expenses are $ 57,508 or 34.4% of their budget. LNAS receives .46% of GF budget


General Fund 11 (continued)

• Admin. Overhead Expenses are $ 3,300,359 or 56.1% of their budget.

• Admin. Overhead Expenses received 16.35% of the General Fund Budget

• Total District Expenses YTD for all General Fund 11 cost centers is $ 20,194,514 or 56.1% of the total budget


General Fund 12 / Other Funds

• 12 Fund Revenues are $ 6,557,477 or 44% • Expenses are $ 6,188,647 or 41.9% of their budgets• All other funds Revenues are $ 11,453,849 or 28.8% • All other funds Expenses are $ 11,119,327 or 24.4%

of their budgets • The overall Revenue combined in the entire District

for all funds is $ 37,482,660 or 43.3% (this excludes beginning balance)

• The overall Expenses combined in the entire District for all funds is $ 37,502,487 or 40% of the budget


Summary

• Total Revenues YTD plus Audited Beginning Balance is $ 47,190,619

• Total expenditures YTD are $ 37,502,487 • Net difference is $ 9,688,131, which includes the

beginning balance. • General Fund 11: $ 3,184,356• General Fund 12: $ 368,830• Other Funds: $ 6,134,945


Budget Changes for 08-09 & 09-10

• 2008-09 defers $ 340 million to 2009-10, replacing $ 245 million deferral in current budget

• Prop 98 no reductions for 09-10• 2008-09 eliminate .68% COLA• 2009-10 growth at 3%• 2009-10 no COLA• P1 currently shows a reduction in 08-09 funding of $

443,790 due to deficit coefficient and an additional $ 198,071 for the COLA. A revised P1 is by March 10


Budget Changes for 08-09 & 09-10

• Prop 98 payment to K-12 and Community Colleges of $ 9.3 billion over 7 years requires voter approval

• Lottery revenue borrowing requires voter approval• Prop 10, (Tobacco Tax), diversion to GF requires voter

approval


Facilities Update



Items

• Coalinga Facilities, Measure C, current, future, CCCC planning

• Lemoore Facilities, Measure E, current, future, CCCC planning

• NDC Facilities, Measure Q, current, future, CCCC planning• District Office• Ag Science / Farm of the Future update


Coalinga Facilities .1

• Current projects:– Wellness Center and infrastructure

• Storm drain, utility repairs, SAM elec., Video, Access Control, Energy Management, Fire Alarm, Irrigation

– CDC relocatables

• Measure C first sales– Ag Science and Wellness equipment– City Sports, Residence Halls, Huron Improvements


Coalinga Facilities .2

• Future state projects– Modernization ph. 2 (RFE), 2010 bond, $10.2m– SAM Modernization, ~2012 bond, $5.0m– New Allied Health Facility, ~2014 bond, $14.5m


Lemoore Facilities .1

• Current projects:– Multi-Use Sports Complex and infrastructure

• Parking, chiller, utilities, off-site, field sports coordination, NW drainage sump / pond

• Measure E first sales– Student Center (possible partner Charter School)– Infrastructure, Avenal, Riverdale, Field Sports


Lemoore Facilities .2

• City of Lemoore update:– Shared use / naming rights Multi-use and pool– Possible water well SW corner parking / field sports

• Future state projects:– Field Sports, 2010 bond, $27.0m– 500 Building (classrooms), ~2012 bond, $13.2m– 100 Expansion (Admin), ~2014 bond, $9.9m


NDC Facilities .1

• Current projects:– Interior Remodel, Electrical lighting, Restrooms, HVAC repairs,

Video surveillance, Signage

• Measure Q first sales– Interior remodel / repairs, Mendota, San Joaquin, Tranquility,

Land Acquisition, Field Sports Partnership


NDC Facilities .2

• Future state project– Master Plan Options of either modernization, addition or new

building– IPP this year for additional space

• Concept of master plan submission– FPP next year

• Title of property clear• Drawings of design and location• Either 2012 or 2014 bond


District Office

• Not eligible for state funding• No requirement for DSA process• Faster schedule• Updating design for current and future staffing

– Drives budget cost projections

• Possible funding and financing options


Ag Science / Farm of the Future

• Site work, off-site improvements, water well– Infrastructure, storage building, rodeo lights, bleacher berm

design– EIR draft possibly ready for April

• Schedule– State projects are likely being extended one year– If PMIA resolved quickly and back on schedule:

• Bidding this summer, construction begins in fall with 12-13 month duration

• If additional PMIA delays, then DSA staffing and back-log will extend out


Payroll Concerns

Presented by:Jana Cox


Portal Update

Presented by:Michelle Kozlowski

AndSusan Whitener


Distance Education Update


AndSusan Whitener


• Distance Learning Possibilities (Chico State System)

• Course Management System

• Biology Articulation Issue


MAA Allocation Procedure(MediCal Administrative Activities)

Presented by:Don Warkentin


Overview

• Federal program funded through the US Dept. of Health and Human Services

• Provides reimbursement to school districts, for the cost of certain duties that link students and their families to Medi-Cal


Vendor Services

• Medical Billing Technologies (MBT) is the vendor the district has contracted with to provide staff training, billing and accounting services to maintain the MAA program

• MBT also prepares MAA financial forms, monitors

participant surveys, maintains an audit file and assists with Dept. of Human Services site reviews as required.


History of WHCCD Participation

• Participants since 2004-2005

• Each campus participates (Lemoore, Coalinga, NDC)

• Employee participation: a high of over 63 survey participants to a low of 23 participants

• Reimbursements received total $2,354,406 beginning 2004 through 2007


Procedure for Reimbursement

– Fresno County Dept. of Human Services deducts an administrative fee of 5%

– Medical Billing Technologies (MBT) receives a flat rate of $72,000 per year ($18,000 per quarter)

– WHCCD Foundation receives an 8% administrative fee – WHCL serves as the MAA coordinator/manager and charges a

25% fee – The remainder is reimbursed to campus departments on both

campuses including NDC


Campus Area Reimbursement

• Each college president approves/oversees all MAA expenditures

• The WHCCD Child Development Center Director approves/oversees expenditures of the funds allocated to them.


A few samples of MAA funds use

– President’s Scholars dinner– Campus workshops– Outside presenters– Outreach materials– Lunches for campus events– Campus tours– Visitor mementos– Holiday reception – X’treme Registation– Conference s– Athletics– Bond supporters rewards– Campus dinners


Total Annual Payouts for 2004-2005 through 2006-2007

Total Revenue Generated: $2,354,426Fresno County: $97,624Medical Billing Technologies: $252,000WHCD Foundation: $158,547WHCCD MAA Admin.: $495,463WHC Campuses: $1,350,792


WASC Self Study Workshop

Presented by:Don Warkentin


WASC Self Study Workshop

• March 6 at West Hills College Lemoore


Meeting Wrap Up /Department Reports

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