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ACCJC%20Task%20Force%20for%20District%20Recommendations

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Title: ACCJC%20Task%20Force%20for%20District%20Recommendations


1
ACCJC Task Force for District Recommendations
2
Agenda
  • 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

3
Scope
  • 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

4
Purpose
  • 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.

5
District Recommendation 1
6
District 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.

7
What 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

8
What needs to be done?
Need to define timeline and systematic process
for BP/AP review (timing should be specific and
achievable)
  • Need
  • Resolution
  • 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.

9
What needs to be done?
Need to define timeline and systematic process
for BP/AP review (timing should be specific and
achievable)
  • Need
  • Resolution
  • 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.

10
Tracking Tool
11
Chapter 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

12
What 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

13
District Recommendation 2
14
District 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.

15
I. 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.

16
I. 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.

17
I. 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.

18
II. 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.

19
II. 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.

20
II. Timeliness of employee evaluations cont.
  • Notifications will be automatically generated by
    HR
  • Leadership training will include evaluation
    training

21
III. 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.

22
III. Responsiveness and improved timelines for
employee hiring cont.
  • Symptoms
  • Unclear on funded versus unfunded positions 
  • 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

23
III. 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

24
III. 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.

25
III. 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

26
IV. Consistent policy interpretation and guidance
  • Causes
  • Symptoms
  • 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.

27
IV. Consistent policy interpretation and guidance
cont.
  • Solutions
  • 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.

28
IV. 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

29
V. 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.

30
District Recommendation 3
31
District 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.

32
What 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.

33
Actions 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

34
Actions 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.)

35
Actions 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

36
What evidence will be provided?
  1. Administrative Procedure AP 2610
  2. District Budget Committee Recommendation
    FY2015-01
  3. Agendas from College/District Business Fiscal
    Services meetings
  4. June 18, 2015 District Budget Committee Agenda
    with minutes
  5. Enrollment Management Task Force - Recommendation
    to DBC for FY 15-16
  6. District Budget Committee Recommendation
    FY2015-05
  7. District Budget Committee Recommendation
    FY2016-01
  8. District Budget Committee Self-Evaluation
  9. 2015-07-16 Tentative vs Final FTES Distribution
    Growth
  10. May 28, 2015 Board Study Session - Preliminary
    Budget Presentation Study Session
  11. June 18, 2015 District Budget Committee Agenda
    with minutes

37
What evidence will be provided?
  1. Chancellors Chat Newsletter Volume 5, Issue 11
    - June 18, 2015
  2. District Budget Committee 2014-15 Annual Report
  3. Frequently Asked Questions
  4. District Budget Committee Roster
  5. Chancellors Opening Day Presentations 2015
  6. SBVC Academic Senate Minutes for September 2,
    2015
  7. CHC Academic Senate Minutes for August 19, 2015
  8. Review of District Office proposed budget for FY
    2015-2016 at District Budget Committee
  9. Tentative Budget (pages 447-534)
  10. Final Budget
  11. Explanations of District Office budget increases
    from tentative budget and final budget

38
District Recommendation 4
39
District 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

40
What 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.

41
What needs to be done?
  • Need
  • Resolution
  • 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.

42
Board 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

43
Board 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

44
What 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

45
Next 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.
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