Title: ACCJC%20Task%20Force%20for%20District%20Recommendations
1ACCJC Task Force for District Recommendations
2Agenda
- Review scope and purpose of the Task Force
- Review Progress on Recommendation 1 4
- Review Progress on Recommendation 2
- Review Progress on Recommendation 3
- Next Steps
3Scope
- Scope is limited to
- ACCJC District Recommendations
- Addressing specific concerns/recommendations made
by the visiting teams - Scope does not cover
- College recommendations
- District concerns not raised by the
ACCJC/visiting team - Items out of scope will go to a parking lot
4Purpose
- Develop a tactical plan that will enable us to
completely satisfy the ACCJC District
Recommendations with evidence to support our
addressing the recommendations and satisfying the
standards - Develop a tactical plan that WE ALL believe can
satisfy the ACCJC District Recommendations - Work as a team to communicate the work that has
and will be done to re-instill confidence in our
colleges and districts ability to serve our
community - Develop a monitoring process that WE ALL
believe is accurate, timely, meaningful, and
transparent.
5District Recommendation 1
6District Recommendation 1
- In order to meet the standards, the team
recommends that the Board of Trustees examine its
role in the development of policies and ensure
that it acts in a manner consistent with its
approved policies and bylaws. The team further
recommends that the Board of Trustees take steps
to ensure that all policies are developed or
revised within the framework of the established
input and participation process.
7What Triggered the Findings?
- Lack of systematic and ongoing review of Board
Policies/Administrative Procedures within
specified timeline - No policy review in place for at least 4 years
- Last minute rush to do all BP/AP means that
reviews could not be done in a meaningful way - AP6610 did not go through the agreed to process.
It was rushed through based on business
necessity - Chancellors evaluation process Used a
different process than was in BP/AP and then
approved new process after the fact
8What needs to be done?
Need to define timeline and systematic process
for BP/AP review (timing should be specific and
achievable)
- Monitor and track progress
- Clearly defined and communicated
- Subject expert review and tracking
- Overall tracking via checklist
- 6 year cycle adopted and new tool developed which
allows for the monitoring and tracking of
progress (approved by District Assembly, pending
Board approval on 01/21) - Tool available on District website under Board
Policies and Admin Procedures - Subject expert review and tracking and overall
tracking incorporated into tool.
9What needs to be done?
Need to define timeline and systematic process
for BP/AP review (timing should be specific and
achievable)
- Track rationale for any changes
- Watch for conflict with other BP/AP
- Need to make sure current policies available
online - Should be included in Board self-evaluation
- Rationale for changes and conflicts accommodated
for in new tool - Current policies are available online along with
a cross reference between old and new AP/BPs - Incorporated into Board self-evaluation.
10Tracking Tool
11Chapter Owners
- Responsibility for the review process is as
follows - Chapter 1 Chancellor and Board of Trustees
- Chapter 2 Chancellor and Board of Trustees
- Chapter 3 Chancellor and Chancellors Cabinet
- Chapter 4 Vice-Presidents of Instruction,
Student Services, and Academic Senate Presidents - Chapter 5 Vice-Presidents of Instruction,
Student Services, and Academic Senate Presidents - Chapter 6 Vice-Chancellor of Fiscal Services and
Vice-Presidents of Administrative Services - Chapter 7 Vice-Chancellor of Human Resources
12What evidence will be provided?
- Use Collegial Consultation process to develop
BP/AP on BP/AP development/review process to
develop/review/monitor - Minutes
- Draft/Completed BP/AP First read on 12/10,
Approval 01/21 - Checklist
- Comment form for BP/AP
- Campus Awareness
- Show that we have gone through/starting process
13District Recommendation 2
14District Recommendation 2
- In order to meet the standards, the team
recommends that the Board of Trustees, and the
Chancellor, in consultation with the leadership
of the college campuses, develop a strategy for
addressing significant issues to improve the
effectiveness of district human resource services
that support the colleges in their missions and
functions. These issues include - I. Reliable data from the Human Resources
department to support position control and other
human resources functions - II. Timeliness of employee evaluations
- III. Responsiveness and improved timelines for
employee hiring - IV. Consistent policy interpretation and
guidance and - V. Completion of the faculty evaluation
instrument to include work on Student Learning
Outcomes.
15I. Reliable data from the Human Resources
department to support position control and other
human resources functions
- Causes
- Unreliable systems and structure to support
processes and functions leading to unreliable
data. Understaffed HR department with staff
performing work outside the scope of their duties
and responsibilities leading to inconsistency and
inefficiencies. - Symptoms
- 1. Lack of Position Control Management
- 2. Incorrect identification of funding sources
(e.g. grants versus general funds) - 3. No points of accountability in change process
- 4. Lack of or inaccurate data such as updated
organizational charts, directory information, and
evaluation information (e.g. timelines, by whom,
etc) - 5. No meaningful employee demographic
distribution data to use for staff planning.
16I. Reliable data from the Human Resources
department to support position control and other
human resources functions cont.
- Solutions
- 1. Questica to ensure accurate funding and
position control management - 2. Questica maintains budgeting functions
ensuring all management is aware of funding
source for each position - 3. New position tracking system addresses the
flow of from inception to completion. - 4. Organizational charts follow BP3100. New
implementation of People Admin software for
Performance Management (Evaluation) provides
automated notification to supervisors of upcoming
and due evaluations. - 5. Employee demographic distribution data is
maintained in SBCCD Dashboard and reviewed for
Coordinator, Diversity and Talent Acquisition,
the Districts primary recruiter.
17I. Reliable data from the Human Resources
department to support position control and other
human resources functions cont.
- Outcomes
- New personnel requisition process has led to more
consistent process, oversight and accountability.
- The system has been fully implemented and is used
for any changes made to a position(s). - Questica fully implemented with current
information on all positions in the District.
18II. Timeliness of employee evaluations
- Causes
- Employee evaluations are manually entered.
Software is incapable of loading and generating
data for consistent updates. - Symptoms
- Evaluations may not be entered into the system in
a timely fashion, supervisor information is not
updated, appropriate notification is not
distributed or information goes to the incorrect
supervisor. Supervisors may not provide
evaluations within the specified timeframe.
19II. Timeliness of employee evaluations cont.
- Solutions
- New People Admin software that has been
contracted by the District will address and
assist in maintaining employee evaluation
notifications to managers. - The software will include each position in
accordance to the cycle they should be evaluated
(e.g yearly, every other year, etc). - The system maintains all of the districts
evaluation data and will provide ongoing
notification of upcoming and due evaluations. The
notification process sends the information to the
evaluatee, evaluator, and the evaluators
supervisor.
20II. Timeliness of employee evaluations cont.
- Notifications will be automatically generated by
HR - Leadership training will include evaluation
training
21III. Responsiveness and improved timelines for
employee hiring
- Causes
- Unreliable systems and structure to support
processes and functions leading to unreliable
data. - Understaffed HR department with not enough staff
doing jobs not under their duties and
responsibilities. - Lack of standard operating procedure and hiring
of certain position types.
22III. Responsiveness and improved timelines for
employee hiring cont.
- Symptoms
- Unclear on funded versus unfunded positionsÂ
- Long-time to fill positions due to
- 1. Failed searches
- 2. Time to set-up committees
- 3. Time to start committee work
- 4. Attendance by committee members
- 5. Approval process too long between board
meetings - 6. Job description approval process takes too
long - 7. Inadequate HR staffing
23III. Responsiveness and improved timelines for
employee hiring cont.
- Solutions
- Questica is addressing funding of positions.
- (1) HR is targeting for specific recruitment,
particularly in hard to fill positions.
Increasing advertisement in strategic locations
and developing agreements with different
agencies. - (2) First Committees are now scheduled and
meeting(s) are scheduled while positions are
still posting Internal/external positions
posting simultaneously with priority given to
CSEA members for interviews in the process in
accordance to CBA. - (3) The 2nd meeting for committees occur after
the position closes but now only requires one
(1) meeting versus two after the position closes
24III. Responsiveness and improved timelines for
employee hiring cont.
- Symptoms cont
- (4) On an ongoing basis, HR will seek input from
supervisors, associations and senates to
establish standing committees to ensure better
advance preparation for interview committees to
improve attendance. - (5) In the recruitment process, a prospective
board meeting date is selected based on priority
of campus/department to ensure board meetings are
not missed to reduce time in filling positions - (6) The development of new job descriptions are
addressed by HR to ensure appropriate structure,
process and procedure is followed. - (7) The restructure/reorganization has addressed
the capacity issues within HR staffing.
25III. Responsiveness and improved timelines for
employee hiring cont.
- Outcomes
- 1st level committees occur before position closes
- Expanded recruitment efforts with more targeted
strategic efforts being used - Incorporation of job analysis form for developing
new job descriptions - Restructure/Reorganization fully implemented
effective September 11, 2015. - 44 positions filled from May August 2015
26IV. Consistent policy interpretation and guidance
- Understaffing and lack of systematic HR review of
policy and procedure as symptomatic of
unfilled/understaffed HR positions. -
- Job descriptions developed in the field with HR
not having primary handle on development of
positions. - Training of staff is not specific based on needs
within each position type.
- Different HR generalists have different
interpretation of rules - Lack of consistency in how positions are
marketed - Classified employee testing is not valid or
consistent - Appointment process to committees is unclear
- Training is not standardized or consistent for HR
staff and committee - Application of minimum degree requirement is
inconsistent.
27IV. Consistent policy interpretation and guidance
cont.
- 1. HR has developed a guide/manual for ongoing
review and discussion to assist in addressing
process, procedure and policy interpretation. - 2. HR is working with supervisors and staff on
most appropriate marketing tools for unique
positions. - 3. Tests are being reviewed and updated by
generalists under the guidance of the Director,
HR.
- 4. Hiring committees are being structured in
advance to assist with clarity of appointments
and to ensure appropriate staff can attend. - 5. Training is being provided to staff based on
specific needs within the position type - 6. When needed, minimum degree requirement will
be based on job analysis study as assessed by the
market of similar positions in the educational
sector.
28IV. Consistent policy interpretation and guidance
cont.
- Outcomes
- HR staff meetings include review of policies and
procedures - HR manual a working, living document
- HR Director convenes with generalists every two
weeks to review areas for review to include
consistent interpretation and implementation of
process and procedure - HR huddles every Monday morning for quick updates
- Lunch and learn every other week to address
process/procedure - Monthly staff meeting for sharing of information,
goal alignment, process
29V. Completion of the faculty evaluation
instrument to include work on Student Learning
Outcomes
- Causes A previous MOU (2013) that addressed SLOs
included the need and agreement for the inclusion
of SLO language but did not include the language
in the contract or by MOU. - Symptoms Faculty evaluation does not include the
SLO language. - Solutions CTA and the District has discussed a
meeting date in September to negotiate the
location of the SLO language within the
evaluation document/process. - Outcomes Faculty Evaluation Form updated
November 2015 to address the self-reflection in
the development and assessment of SLOS.
30District Recommendation 3
31District Recommendation 3
- In order to meet the standards, the team
recommends that the District follow their
Resource Allocation Model focusing on
transparency and inclusiveness, supported by a
comprehensive district-wide Enrollment Management
Plan and a Human Resource/Staffing Plan
integrated with other district-wide programs and
financial plans, broadly communicated to the
colleges.
32What Triggered the Findings?
- Lack of communication as evidenced by raises
being approved before notifying colleges of
budget impact (no details shows on who got
raises, retro pay, or impact on planning) - Lack of constituent understanding of new
floating allocation model vs. 70-30 split - Lack of communication prior to modification of
budgets - Inconsistent use of numbers for Full Time
Equivalent Student (FTES) assumptions - Lack of communication from budget committee
members to the college constituents they are
representing - Lack of leadership in implementing resource
allocation model - Lack of clarity in budget numbers provided and
issues impacting numbers.
33Actions to Resolve Deficiencies
- Though Board AP2610 (Presentation of Initial
Collective Bargaining Proposals) as amended
requires the Chancellor to provide advanced
notice and forecasts to the Board of Trustees,
there is also a need to provide the colleges with
scenarios in advance, capitalizing on use of the
campus budget committees - Bi-weekly meetings with Colleges leadership
(VPs of Admin and Presidents) to discuss
financial issues and possible scenarios in
advance - District Budget Committee (DBC) approved
recommendation to review what-if scenarios.
Recommendation was accepted by Chancellors
Cabinet on October 27, 2014
34Actions to Resolve Deficiencies
- New Resource Allocation Model (RAM)
- FTES allocation recommended by the enrollment
management task force (11 members representing
both colleges and the district) - District Budget Committee (DBC) accepted
recommendations - DBC revised the RAM for FY 2014-15 and FY 2015-16
- Not a floating model
- Provides clear goals to the colleges
- Allows Valley to continue growing
- Easy to understand transparent
- Flexible
- Avoids competition among colleges
- It provides multi-year goals to the colleges
- Communicated throughout the district by
Chancellor, Vice Chancellor and various written
reports (DBC annual report, FAQs, Presentations,
etc.)
35Actions to Resolve Deficiencies
- Formalization of District-Wide Enrollment
Management Committee - Recommended by the enrollment management task
force - The committee was formalized on November 15, 2015
- 25 members representing both campuses, the
district office, and all employees constituencies - Two initial charges
- Develop a district-wide enrollment management
plan - Continue working on developing a system for
facilitating enrollment management at both
colleges - Staffing Plan
- The Colleges and the District have addressed
their staffing needs through a prioritization
process during Program Review - final hiring decisions are made in Chancellors
Cabinet with the support from the prioritization
process at each College and Program Review - Staffing plan is under development
36What evidence will be provided?
- Administrative Procedure AP 2610
- District Budget Committee Recommendation
FY2015-01 - Agendas from College/District Business Fiscal
Services meetings - June 18, 2015 District Budget Committee Agenda
with minutes - Enrollment Management Task Force - Recommendation
to DBC for FY 15-16
- District Budget Committee Recommendation
FY2015-05 - District Budget Committee Recommendation
FY2016-01 - District Budget Committee Self-Evaluation
- 2015-07-16 Tentative vs Final FTES Distribution
Growth - May 28, 2015 Board Study Session - Preliminary
Budget Presentation Study Session - June 18, 2015 District Budget Committee Agenda
with minutes
37What evidence will be provided?
- Chancellors Chat Newsletter Volume 5, Issue 11
- June 18, 2015 - District Budget Committee 2014-15 Annual Report
- Frequently Asked Questions
- District Budget Committee Roster
- Chancellors Opening Day Presentations 2015
- SBVC Academic Senate Minutes for September 2,
2015 - CHC Academic Senate Minutes for August 19, 2015
- Review of District Office proposed budget for FY
2015-2016 at District Budget Committee - Tentative Budget (pages 447-534)
- Final Budget
- Explanations of District Office budget increases
from tentative budget and final budget
38District Recommendation 4
39District Recommendation 4
- In order to improve effectiveness, the team
recommends that the District develop a local
Board orientation program to ensure that all
members of the Board are adequately prepared to
provide leadership appropriate to their role as
Board members
40What triggered the findings?
- Currently, no locally structured training or
orientation. Every trustee needs to know and
follow their Board BP/APs. Need to know time
sensitive BP/APs No evidence of local,
structured, and/or comprehensive training. - President of Board of Trustees should make sure
the Board is following BP/APs. There is no
specific Board President training.
41What needs to be done?
- Board Training
- Board Handbook
- Develop list of Board Training topics to be
updated regularly - Develop local Board President Training which
should be included in overall Board
Handbook/Training
- New Trustee Handbook approved by District
Assembly on 09/01/15 and by the Board on
10/08/15 - Specific topic list outlined and will be updated
regularly (New Trustee Orientation on 12/03/15) - Board members sign off to verify they have
received training - Board President and Chancellor specified as being
responsible for ensuring the training of new
trustees included in BP 2210 (Approved by
District Assembly on 11/04/15, Board First Read
12/10/15, Approval Anticipated on 01/21/16.
42Board Training Topics
- Missions
- Organizational Charts
- San Bernardino Community College District
- San Bernardino Valley College
- Crafton Hills College
- Board Imperatives Goals
- Board Imperatives
- Board Goals
- About the Board of Trustees
- Board Membership
- Election of Student Trustees
- Board of Trustee Meetings
- Communication Protocol
- Campus Visits
- Board Planning and Evaluation
- Accreditation
- Foundations
- Collegial Consultation
- Groups on Campus
- Graduation
- Board Policies Procedures
- Walking tours of the district, campuses, and
off-site locations
43Board Training Topics
- Institutional data review
- College history and development, and college
catalogs - Lists and contact information for trustees,
college personnel, and student leaders - Structure and operations of board of trustees
- Structure of higher education at the state level
- Briefings on organization, programs, budget, and
facilities of the colleges and sites - Collegial Consultation, inclusive of 101
- Board handbook, meeting agendas, and minutes
- Affirmative action plans
- Printed college materials
- Opportunities to meet informally with campus
leaders and faculty, staff, students,
administrators, and fellow trustees - Email records disclosure responsibilities
- Attendance at local, state and national meetings,
including the Leagues New Trustee Orientation
Workshop and Legislative Conference - Review of pertinent laws and board policy
- Board Budget
44What evidence will be provided?
- Training plan
- New Board hand book
- New BP/AP
- Training plan
- Minutes
- Systematic vs one-time
- Develop list of base knowledge and include in
policy - No violations
- College surveys
- Board Self-Evaluation
45Next Steps..
- SBVC and CHC ALO Management and Faculty
Co-Chairs, Vice Chancellors of HR and
Business/Fiscal Services have conference call on
12/08/15 from 10am-1130am to firm up any
outstanding items, confirm schedule, etc.