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

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ACCJC Task Force for District Recommendations
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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

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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

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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.

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District Recommendation 1
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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.

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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

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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.

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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.

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Tracking Tool
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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

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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

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District Recommendation 2
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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.

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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.

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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.

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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.

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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.

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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.

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II. Timeliness of employee evaluations cont.

• Notifications will be automatically generated by
  HR
• Leadership training will include evaluation
  training

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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.

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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

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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

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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.

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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

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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.

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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.

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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

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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.

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District Recommendation 3
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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.

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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.

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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

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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.)

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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

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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

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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

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District Recommendation 4
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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

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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.

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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.

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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

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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

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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

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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.