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Chancellor - DOC


									  College of

           Progress Report

                         Submitted By
                      College of Alameda
           555 Atlantic Avenue · Alameda, CA 94501


   Accrediting Commission for Community and Junior Colleges
           Western Association of Schools and Colleges

                      October 15, 2004

                                                                                       Accreditation Progress Report

                                                      Table of Contents
Statement on Report Preparation .................................................................................................... 1
Accreditation Team Recommendations to Peralta Community College District (PCCD) ............. 2
  Recommendation 1 ..................................................................................................................... 3
  Recommendation 2 ..................................................................................................................... 8
  Recommendation 3 ................................................................................................................... 10
  Recommendation 4A ................................................................................................................ 12
  Recommendation 4B ................................................................................................................. 13
     BOARD OF TRUSTEES ...................................................................................................... 13
     CHANCELLOR‘S OFFICE ................................................................................................. 14
     PRESIDENT‘S OFFICE ....................................................................................................... 14
     EDUCATIONAL SERVICES .............................................................................................. 15
     FINANCE ............................................................................................................................. 24
     HUMAN RESOURCES ....................................................................................................... 25
     INFORMATION TECHNOLOGY ...................................................................................... 26
     MARKETING, PUBLIC RELATIONS & COMMUNICATIONS ..................................... 27
     PHYSICAL PLANT and PURCHASING ............................................................................ 27
  Recommendation 5 ................................................................................................................... 29
Appendix ......................................................................................................................................... 1
  Office of the Chancellor.............................................................................................................. 1
  District Office ............................................................................................................................. 2
  Educational Services ................................................................................................................... 3
  District Office Finance ................................................................................................................ 4
  District Office Human Resources ............................................................................................... 5
  District Office Information Technology ..................................................................................... 6
  Marketing, Public Relations and Communications .................................................................... 7
  Office of Physical Plant .............................................................................................................. 8
  Laney College ............................................................................................................................. 9
  Merritt College .......................................................................................................................... 10
  Vista Community College......................................................................................................... 11
  College of Alameda Organizational Chart 2004-2005 ............................................................. 12
  Instructional Division Organization .......................................................................................... 13
  College of Alameda Accreditation Committee ......................................................................... 14
  College of Alameda College Council ....................................................................................... 15

                                                          Accreditation Progress Report

                          Statement on Report Preparation
College of Alameda has reviewed the Evaluation Report of the Accreditation Team from its visit
of March 26, 2004. The college was pleased with the team‘s findings that the college had made
significant progress on the four recommendations specific to College of Alameda. The college
was especially appreciative of the commission‘s commendation for the progress it is making.
This report primarily focuses on the recommendations that require District initiatives and

College of Alameda is committed to working in concert with District Office personnel to ensure
that progress is made on the five recommendations identified by the evaluation team. The
college and the District both acknowledge that efforts to positively address these
recommendations will affect the colleges‘ ability to provide quality educational programs and

Dr. Jannett Jackson, Vice President of Instruction at College of Alameda, led the campus effort
in preparing this Progress Report. She met numerous times with the Vice Presidents of the other
campuses in the District, working in collaboration with them and other members of the District
community to develop the report in the context of the distinct personas of each college.

After compilation and initial editing, a draft version of this report was disseminated to over 70%
of college faculty, staff and administrators for review, correction and suggestions. These were
then returned to Dr. Jannett Jackson for inclusion in the final report. Administrative Assistant to
the President Joyce Lee and Senior Clerical Assistant to the Vice President of Instruction Nimfa
Jianoran completed the initial version of the report for final content review. English Instructor
Trish Nelson took responsibility for format, layout and line editing of the final report under the
supervision of Dr. Jackson.

This report was reviewed and accepted by the college Accreditation Committee and the College
Council on September 22, 2004. In addition, the Accreditation Committee, led by COA‘s new
Vice President of Instruction, has reaffirmed its willingness to continue to provide leadership to
ensure that the college makes progress on recommendations that were identified in the evaluation
report of the March 2003 accreditation team. The report was reviewed and approved by the
governing body, the Peralta Community College Board of Trustees, in its regular meeting of
October 12, 2004.

College of Alameda is eager to continuously improve its programs and services in order for our
students to be successful in meeting their educational goals. The college appreciates the
accreditation team‘s feedback and support, which will assist us in more effectively
accomplishing our mission.

Respectfully submitted,

Dr. Cecilia Cervantes, PhD
President, College of Alameda
October 15, 2004

                                                           Accreditation Progress Report

    Accreditation Team Recommendations to Peralta Community
                     College District (PCCD)
1. The team recommends that a District-wide plan and an implementation process be created
   that is strategic and systematically integrates the educational, financial, physical and human
   resources of the District. All planning processes should be inclusive of the four colleges and
   the communities served by the District. The plan should include identified institutional
   outcomes with criteria for evaluation on a periodic basis. It is recommended that the District-
   wide plan integrate the educational master plans and program reviews of the colleges. The
   team also recommends that the Chancellor ensure that the plan and the ongoing planning
   processes are communicated throughout the District. (Standards 3B.1, 3B.3, 3C.3, 10C.1,

2. The team recommends that the Peralta Community College District provide a detailed and
   concrete plan that clearly identifies the steps, timelines, and measurable actions that are being
   undertaken by the District to provide funding for the long-term liability posed by health care
   benefits. (Standard 9.C.1)

3. The District has addressed part of this recommendation in appointing a permanent
   Chancellor. The Progress Report should detail progress on the second part of this
   recommendation as follows: The team further recommends that the board of trustees direct
   the new Chancellor to make stability of both college and District administrative personnel a
   priority. (Standards 10C.1, 10C. 2)

4A.The team recommends that the Board of Trustees adhere to its appropriate functions and
   policy orientation, and rely upon the District Chancellor for recommendations affecting the
   organizations of the District as well as the hiring, retention and termination of all categories
   of District and college staff.

4B. The team further recommends that the Board of Trustees clearly identify and widely
    disseminate the roles and responsibilities assigned to the District administration and those
    assigned to the college administration so that the appropriate responsibility and authority and
    related accountability standards are established. (Standards 10A.3, 10A.4, 10C. 1, 10C.2,

5. The Progress Report should detail progress made by the Board on activities undertaken to
   improve the Board‘s ability to function effectively in accordance with its role as a policy
   making body. (Standards 10A.1, 10A.2, 10A.3, 10A.5, 10A.7)

                                                           Accreditation Progress Report
       Recommendation 1
The team recommends that a District-wide plan and an implementation process be created that is
strategic and systematically integrates the educational, financial, physical and human resources
of the District. All planning processes should be inclusive of the four colleges and the
communities served by the District. The plan should include identified institutional outcomes
with criteria for evaluation on a periodic basis. It is recommended that the District-wide plan
integrate the educational master plans and program reviews of the colleges. The team also
recommends that the Chancellor ensure that the plan and the ongoing planning processes are
communicated throughout the District. (Standards 3B.1, 3B.3, 3C.3, 10C.1, 10C.6)

Progress to Date
While the four colleges of the Peralta Community College District (PCCD) continue to develop
and implement their own strategic planning processes, the District initiated an integrated plan
and implementation process. To this end, the District and campus leadership have validated the
urgency of engaging in strategic planning. The Chancellor designated the Council of Instruction,
Planning and Development (CIPD) in spring 2004 to recommend a model for District-wide
integrated strategic planning. This proposed model was initially presented to the Chancellor‘s
Executive Cabinet and Presidents‘ Council in September 2004.

The proposed model includes a District-wide strategic planning committee, a concept endorsed
by the Chancellor. The committee consists of one representative from each District support unit
(Human Resources, Finance, Educational Services, IT, and Facilities), one representative from
the District Academic Senate, one representative from the District Classified Senate, and two
representatives from each college: a faculty member and a manager. Under the proposed model,
the initial function of the planning committee will be to consider the proposed strategic
directions of the District as articulated by CIPD - student success and increased access by the
community - directions that sit at the very core of PCCD‘s mission statement.

As the four colleges continue to develop their integrated planning and budgeting processes,
central support units will construct plans that respond to the colleges‘ needs in conjunction with
the District‘s strategic directions. These unit plans will be modified continually to address the
evolving needs of the colleges. According to the model, every three years the District-wide
strategic planning committee integrates the college strategic plans, the central unit plans, and the
environmental scan to create the proposed strategic directions. The strategic directions are
approved by the Chancellor and endorsed by the Board of Trustees.

Current                        Current                Current            Fall 2004,         Jan. 2005           Feb thru June         July                               Ongoing w/
                                                                         Oct. thru                              2005                  2005 –                             Reporting
                                                                         Dec.                                                         2006                               feedback to

                                                                         Four                                     Chancellors
 Program Reviews                                                         College                                  Budget
 Educational Plans -                                                     Strategic                                Advisory
 College Mission,                                                        Plans                                    Committee
 Vision, Values, Goals                                                                                            (BAC does
 PCCD Mission,
 Vision, Values, Goals
                                                                                                                  the work)

                                                                                                                                        Activities of Operational Plan
                         District Wide Strategic                                                                                                                           Evaluation
                                                           Strategic                           Strategic Plan
                         Planning Committee                                                                                                                                Measurable
                                                           Directions                          – SPC              Budget
                          4 colleges                      for PCCD                            develops 3
                                                                                                                                                                           Indicators of
 Environmental      S     4 central support units         (no more                            year Strategic
                                                                                                                  (Priorities and                                          are:
 Scan               W    Develops strategic                than 5)                             Plan               Allocation                                               1. FTES/
                    O    directions
                                                                                                                  Model)                                                   Demographics
                    T    Committee writes the plan,
                         integrates central support                                                                                                                        2. SLOS/
                         with college plans                                                                                                                                Demographics

                                                                drives   Central Service
                                                                         Plans: IT, HR,
                                                                         Finance, Facilities
                                                                         These plans must be
 External 1998                                                           subordinate to                           Budget
 and 2004                                                                support college‘s                        Developme
 Revise                                                                  efforts to                               nt Prices
                                                                         accomplish District
                                                                         wide strategic
                                                                         objectives                               Committee
                                                                                                                  2003 –
                                                                            Support Plans

                          Every 3 years
                                                            Accreditation Progress Report

Next Steps
The next step is for the proposed model to be reviewed by the governance bodies at each college
campus. Their charge will be to review and provide recommendations on:
    The strategic planning process;
    The two strategic directions;
    The composition of the strategic planning committee;
    The timeline.

In November 2004 CIPD will consolidate the college recommendations into a single model.
Continuing the consultative process, in January 2005 the strategic planning model will again be
reviewed by the colleges and District shared governance bodies, including the District Academic
Senate, Group of Advisory Faculty, Budget Advisory Committee, Chancellor‘s Policy Advisory
Committee, and the Chancellor‘s Executive and Presidents‘ Councils.

Elements of the Strategic Planning Process
During the 2004-05 academic year, the external and internal environmental scanning processes
are underway in preparation for strategic planning that will begin in the summer of 2005. The
Board of Trustees will officially launch the Peralta Community College District strategic
planning process during summer 2005 with a strategic planning retreat. Internal environmental
scans will include current educational master plans, program reviews, and District-wide
demographics and resources. District and college mission and values statements have been
reviewed and adopted during the past year and have been translated into the proposed strategic
directions that sit at the heart of PCCD‘s mission.

If adopted, the strategic directions - student success and increased access by the community -
need to be communicated to all units. All units must know what they are and plan accordingly to
support the implementation of strategic directions at the colleges. (To state the obvious, student
learning/success occurs at the colleges, and the community accesses learning through the

The plan is the outcome of the process. Integrating the processes of the colleges around the
strategic directions with the processes of the functional units at the District Office constitutes the

Activities are listed in the unit and college plans. As stated earlier, college planning is in process,
ongoing, and cyclical.

Evaluation of student success and increased access. Indicators will be used such as retention,
course completion, assessment of progress toward student learning outcomes, and progress made
toward reaching the District enrollment goal of 20,000 full time equivalent students (FTES).

Other Planning Activities
CIPD would serve a coordinating role regarding the product of the consultation with the college
constituencies and the central strategic planning committee. It would continue its function of

                                                           Accreditation Progress Report

developing, prioritizing, and coordinating District-wide educational activities. CIPD would
assess the results that come out of the planning group for their adherence to the centrality of the
educational enterprise, articulated in the strategic directions. The District‘s strategic plan would
ultimately be reviewed by the District Academic Senate (DAS), the Peralta Classified Senate, the
Executive Cabinet, and the board of trustees to assure that student success and increased access
by the community are achieved.

At the same time, the Budget Development Process Planning Committee (BDPPC) will continue
to meet and work on the development of a transparent budget process that will be integrated into
the plan such that the planning—specifically educational planning as articulated by the strategic
objectives—drives the budget, not the reverse.

While the colleges and central services acknowledge that much work lies ahead, that the
timelines are very short, and that on the face of it the strategic planning process may appear
complex, the participants have refused to compromise or shortcut the task at hand. Now that we
have actually begun, a good deal of newfound optimism characterizes both the work and

College of Alameda Analysis
College of Alameda is pleased the opportunity to be part of the major force for positive change
that CIPD represents. Our members on the Council representing faculty are Maurice Jones and
Bob Grill, current and past Presidents of the Academic Senate, and administration members
Jannett Jackson, Vice President of Instruction; Kerry Compton, Vice President of Student
Services and Peter Simon, Division Dean I. All have brought enthusiastic responses from CIPD
meetings and workgroups. The plan respects our campus identity while simultaneously creating
a viable, mutually responsible connection between College of Alameda, our sister campuses and
the District.

Realizing that the last District response consisted of integrated activities without an overall
integrated plan, the colleges‘ goal was to validate the efforts behind the original self-study and
follow-on progress reports, and to incorporate them into the current planning process. Including
the efforts from previous committees mitigates any concern about redundancy of effort, since
tremendous time and resources have been delegated to an introspective view of the institution
both from the colleges‘ perspective and District operations. Working in small teams, CIPD
developed a multi-level integrated planning model using student success as the basis for
validation and prioritization of the colleges‘ goals, objectives and strategic initiatives which are
reviewed each year during the budget development process. The schematic diagram visually
depicts this process.

The fiscal model recommended above effectively integrates into one framework the many plans,
proposals, and inherent disparities of four educational institutions under the umbrella of a single
Community College District with immense structural and administrative complexities. Fully in
line with College of Alameda‘s Goals and Objectives, at the heart of this plan is the belief that
education can change lives and that what students learn in college is critical to their success in
the world outside the educational institution. The driving force for our educational enterprise is

                                                            Accreditation Progress Report

the belief in student success, and that there are several means of assessing student learning: one
of which is through construction of student learning outcomes. Along with our cohorts at the
other campuses, we feel that student success and the attendant fiscal resources required to
support college programs and services should provide the foundation for all planning, budgeting
and resource allocations within the District.

Further, steps have been taken to move the Council on Instruction, Planning and Development
(CIPD) in the direction we said we would: to take the lead role in not just curriculum matters, but
also in planning and as it relates to the budget development process

College of Alameda is satisfied that CIPD‘s plan was drafted with the anticipation that each
college will retain considerable flexibility in the interpretation of its priorities. We feel that it
affords us the ability to develop priorities within the context of the unique student population we
serve, the economic and environmental issues particular to Alameda and the surrounding
communities, and the welcoming culture of our campus. We understand however, that the fiscal
model remains subject to negotiation and refinement given fiscal and budgetary constraints that
remain outside the control of the District and individual colleges.

                                                           Accreditation Progress Report

       Recommendation 2
The team recommends that the Peralta Community College District provide a detailed and
concrete plan that clearly identifies the steps, timelines, and measurable actions that are being
undertaken by the District to provide funding for the long-term liability posed by health care
benefits. (Standard 9.C.1)

The District is exploring opportunities to set aside additional funds to close the gap in funding its
liability for long-term health care benefits. Currently the District has $1.3 million set aside to
cover the current cost of medical liability.

The District is researching the use of Medical Benefits Obligation Bonds to level out the flow of
funds over time. On June 2 the District reached agreement with all three of its bargaining units
for a new medical plan to reduce our rate of future increase. The most significant change is for
employees hired on or after July 1, 2004, medical benefits will be provided until Medicare
eligible with a 10-year vesting period.

In February 2004, a new Actuarial Study was completed with constituencies in agreement on its
validity. The new study shows that the District has reduced the liability from $150,000,000 to

The District is looking into potential additional avenues and remedies that will assist Peralta in
reducing the burden of this liability.

College of Alameda Analysis
At its September 14, 2004 meeting, the Peralta Community College Board of Trustees voted to
approve supplementing the state‘s 50/50 health care program for all eligible PCCD part-time
faculty. College of Alameda‘s opinion is that this is the first of a series of steps in the right
direction toward health care responsibility.

Selected administrators from the four colleges within the Peralta Community College District
take part in the negotiation processes jointly with District staff. In this manner, all health
benefits are negotiated on a District level. The Colleges are represented on the appropriate
committees that research, discuss, and negotiate contract issues.

College of Alameda has representative faculty, staff and administrators on these committees who
work diligently to ensure parity for all members of our campus community. As the District
continues to move in a positive direction regarding funding long-term health care benefits, the
college actively supports its efforts by disseminating all updated healthcare information to
faculty and staff. An example was the Health Care Informational Forum held August 6, 2004 at
College of Alameda. Additionally, the college continues to promote a healthy working
environment and makes appropriate recommendations through its Safety Committee.

                                                         Accreditation Progress Report

Health care professionals from the District campuses meet regularly to ensure that activities are
in place and available to students and employees across the District and campuses. Their spirit
of cooperation enhances and supports the sense of community all members of the District wish to
foster. Furthermore, College of Alameda has onsite physical and mental health personnel who
conduct regular sessions for students, faculty and staff. Patricia Dudley, the College Nurse, is
engaged in bringing health services and health education to our campuses by sponsoring low-
cost eye and dental screenings, an annual health fair, and activities supporting the Great
American Smoke-Out. Also, through our CalWORKS program, Saundra Henry has arranged for
therapist Cathria Walters-Knight to hold weekly ―Someone to Talk To‖ hours in a welcoming,
safe location and format. Saundra has also coordinated domestic violence workshops and HIV
awareness workshops through the Magic Johnson Foundation.

                                                          Accreditation Progress Report

       Recommendation 3
The District has addressed part of this recommendation in appointing a permanent Chancellor.
The Progress Report should detail progress on the second part of this recommendation as
follows: The team further recommends that the board of trustees direct the new Chancellor to
make stability of both college and District administrative personnel a priority. (Standards 10C.1,
10C. 2)

In an effort to downsize the District Office and to place the responsibility back on the Colleges,
the District reassigned two Public Information Officers (PIOs) and two Research and Planning
Officers (RPOs) back to the Colleges. Because the PIOs had originally been located at Merritt
College and Vista College respectively, they were assigned back to those colleges and the two
RPOs were assigned to Laney College and College of Alameda. Included in the transfer was a
monetary amount intended to assist the colleges in hiring either a PIO or College Research and
Planning Officer. The work of the PIOs and RPOs will be coordinated with District activities to
ensure efficient and effective use of resources.

In fall 2003, there were 66 management positions at the four colleges and the District Office. Of
those, 10 were interim and 26 were vacant. In fall 2004, there were 53.5 management positions
9 of which were interim and 8.5 vacant. This constitutes a fill rate of 84%, compared to 61% in
fall 2003, of permanent administrators.

Administrative stability of two of the Colleges, Laney and Vista, were of primary concern. In
both instances, Interim Presidents were identified, which faculty and staff at the Colleges
supported wholeheartedly.

College of Alameda Analysis
The changes in leadership in the Laney and Vista Colleges‘ President‘s Office are generally
regarded as changes that will provide administrative leadership and stability during the search for
permanent presidents. Since the charge to the Interim President of Vista was to prepare the
College for the move to a permanent site, begin a fundraising campaign, and provide leadership
through a complex transition period, the Board asked that this be a two- year appointment. This
appointment was approved by the State Chancellor‘s Office, which also approved the
extenuating circumstances of offering a two-year contract for an interim position.

College of Alameda‘s administration has established a strong working relationship with the
administrators of its sister campuses. Long-serving and new administrators consistently work
side-by-side to develop innovative solutions to on-campus problems and inter-district challenges.
By working as administrative units, ―older‖ administrators are able to impart the knowledge of
their institutional memories to new administrators, developing a sense of continuity and
understanding among our administration and management professionals. In support of this
cohesion, filling interim positions from within and relocating existing PIOs and RPOs back to
the campuses addresses the Accreditation Team‘s recommendation that the Chancellor make
administrative stability a priority.

                                                           Accreditation Progress Report

Within the past two months, the College of Alameda (COA) has hired a Vice President of
Instruction and an Instructional Division Dean I. These two permanent positions contribute
immensely to the administrative stability at COA. All seven administrative positions are filled,
and COA is almost fully staffed with permanent administrators. The third dean‘s position was
left unfilled last school year (2003-2004) as part of severe cost cutting measures. It is anticipated
that when that position is filled, the college will be fully staffed with permanent administrators.

Other initiatives that are designed to bring continuity and stability to the campus are the
reorganization and realignment of the Learning Resources Center (LRC) and the instructional
computing staff. The LRC project began last year and continues to be refined based upon advice
from the campus Learning Resources Advisory Committee. Computer instructional support staff
who maintain the computer labs on campus now report directly to the Vice President of
Instruction. In the past, these individuals were accountable to one or more of the division deans,
depending on which lab required attention. By centralizing this function, the college will be
better able to respond to technology needs across the campus.

Additionally, COA hired 13 new contract faculty to fill needed vacancies due to faculty
retirements, the need to augment existing programs that had been taught by only adjunct
instructors, and to add components to existing programs. An example of an augmentation to an
existing program is the Mathematics Lab. College of Alameda has not previously had a Math
Lab, and this year one of the new Math faculty will be dedicated to establishing one. When this
lab is completed it will be another critical element in supporting successful student learning. The
District Human Resources office provided outstanding support during the hiring process and
helped to expedite the paperwork so that all faculty hires were made prior to the start of the

                                                           Accreditation Progress Report

       Recommendation 4A
The team recommends that the Board of Trustees adhere to its appropriate functions and policy
orientation, and rely upon the District Chancellor for recommendations affecting the
organizations of the District as well as the hiring, retention and termination of all categories of
District and college staff.

The Board held a retreat on May 13, 2004. The Chancellor and Associate Vice Chancellor of
Human Resources were the facilitators. The Board reviewed and clarified their appropriate
functions and roles. On June 8, 2004 they adopted a resolution to this effect and presented it to
the Commission at their June meeting.

College of Alameda Analysis
The Board has relied upon the Chancellor for his recommendations. On August 31, 2004, the
Chancellor recommended that the Board approve the contract between Metro PCS and the
College of Alameda. The Board approved the resolution to allow Metro PCS to install a cellular
phone tower on the campus to improve cell phone service both on campus and on Alameda‘s
west side. This contract will provide COA additional needed revenue. They also supported the
Chancellor‘s recommendations for the permanent administrative assignments at College of
Alameda. College of Alameda believes that the Board of Trustees showed its recognition of the
Accreditation Team‘s concerns in their swift and resolute action as well as in their deference to
the Chancellor‘s hiring recommendations.

In August, one board member announced her retirement and three others decided not to seek re-
election. With the election scheduled for November, at the present time, most of the trustees are
very involved campaigning in the District, Cities, County, and at the Federal level. Seating of
the new trustees will take place in December, and the new Board majority will be first-time
Trustees. This offers a challenge and an opportunity for the District. The Chancellor has plans
to work with the board to further define its role as it relates to serving as a policy making body;
this will include an early orientation and board retreat. College of Alameda feels that this will
usher in a period of collaboration and growth for the campuses as well as increased District
operational efficiency as the board focuses on its role in the policy-making process.

                                                           Accreditation Progress Report

       Recommendation 4B
The team further recommends that the Board of Trustees clearly identify and widely disseminate
the roles and responsibilities assigned to the District administration and those assigned to the
college administration so that the appropriate responsibility and authority and related
accountability standards are established. (Standards 10A.3, 10A.4, 10C. 1, 10C.2, 10C.3)

Included in the Appendix is Peralta Community College District‘s Proposed Organizational
Charts and the current College of Alameda Organizational Charts. The following are
descriptions of the roles and responsibilities assigned to the Board of Trustees and the District
Administrative offices. Each is followed by brief analyses from the college.

Peralta has a seven member Board with trustees elected from specific Districts within the six-city
area the District serves. The six cities are: Albany, Berkeley, Emeryville, Oakland, Piedmont,
and Alameda. The roles and responsibilities (BP 1.05 – Duties and Responsibilities of the Board
of Trustees) of the Board of Trustees are to: appoint a Chancellor as the District‘s chief executive
officer; establish the District‘s educational priorities (BP 5.02 – 5.63 Educational Services);
establish policies for short and long-range planning; establish academic standards and policies
for probation, dismissal, re-admission, graduation, student fees, and student conduct; establish
policies for employment (BP 3.03 - 3.91 Personnel), assignment, salaries and benefits for all
personnel; determine operational (BP 6.02 – 6.86 Business Services) and capital outlay budgets;
determine the need for tax levies and bond measures; establish policies for administering gifts,
grants, and scholarships; ensure District properties are managed efficiently; monitor the use of
public resources; and address the needs and concerns of students, staff and the community.

College of Alameda Analysis
The Board has policies in place relating to the educational priorities of the District. This
includes policies for short and long-range planning; policies for academic standards, probation,
dismissal, re-admission, student fees, graduation, student conduct, and other policy issues
relating to the educational well being of the District. The Board understands its role as policy
makers for the District.

This is an election year, with four incumbents scheduled for re-election. On August 4, 2004 all
four of these Peralta Trustees decided not to file for their seats. There are nine people running
for four seats. Of the seats that are open, the Area 1 Trustee represents Alameda and the
Oakland Chinatown area, the Area 2 Trustee represents parts of Oakland, the Area 4 Trustee
represents the Berkeley, Albany, and Emeryville area, and the Area 6 Trustee represents parts of
Berkeley and Oakland. Along with a majority of the Trustees leaving the Board there is a loss of
history, as three of the trustees represent the historical memory of the Board. They sat for 12, 17
and 19 years respectively. At this point it is almost impossible to determine the effects this
change this will have on the District

                                                          Accreditation Progress Report

The President of College of Alameda has prepared a short history of the college outlining current
opportunities and challenges. This information was presented to those running for seats on the
Board at a candidate‘s night Tuesday, September 21, 2004. The event was organized by the
Chancellor to offer some training and assistance to those candidates who are seeking election.
Once the Board has been selected we will work with them as they come together in new ways.
The Chancellor has also scheduled a training session for the full Board to occur after the
November election.

The roles and responsibilities of the Chancellor are to: direct the operation and administration of
the District in conformity with board policies; formulate and recommend District policies to the
board; implement board policies; serve as secretary to the board, attend all meetings of the board;
prepare and submit to the board the annual budget for the District; control and administer the
budget; recommend organizational structure of the District; maintain continuous review of
educational programs with college presidents and recommend changes that will improve quality
of the programs offered; provide leadership to the four colleges and the executive cabinet;
establish accurate and complete record systems for all funds, student attendance, and inventories
of equipments; represent the District at presidents‘/principals‘ meetings of colleges, universities,
and high schools; establish and maintain programs for recruitment, selection, development, and
retention of competent personnel; maintain an active program of research as it relates to the
development of educational programs; build partnerships with businesses, industries and
community-based organizations; meet with governmental and legislative leaders; make decisions
on the development and implementation of capital projects, and provide strong leadership to the
District administrative staff.

College of Alameda Analysis
The PCCD Board of Trustees hired Elihu Harris as permanent Chancellor on May 1, 2004.
College of Alameda is pleased with this appointment and continues to work directly with
Chancellor Harris to ensure continued growth toward meeting our strategic initiatives of student
success and increased access to college programs and services by the community. On September
28, 2004, the Board approved 10 strategic District goals. The colleges will work to support the
Chancellor in meeting the goals at the District level.

The Chancellor has also begun to be more visible in state/regional level community college
leadership meetings and to strongly represent the Peralta Community College District and our
needs. College of Alameda feels that this is more closely in line with the Board of Trustees‘
directives for the Office of the Chancellor, and that Mr. Harris is bringing the District to the
forefront of Bay Area interest in a positive light, which is where it belongs.

The College Presidents meet in a President‘s Council monthly with the Chancellor. When the
Senior Vice Chancellor of Educational Services was reassigned as President of Vista College,

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there were extensive meetings to examine the duties of the office of Vice Chancellor and
decisions were made as to which areas would remain at the District for coordination and support
and which areas would go to the Colleges. This is presented in more detail in the section under
Educational Services.

There are other opportunities to interface; there is a monthly meeting between the College
Presidents and the Chancellor at the District Executive Officers meeting. This is where all the
District Managers meet with the College Presidents, and the College Presidents are also part of
the Chancellor‘s Policy Advisory Committee, which also meets on a monthly basis.

College of Alameda Analysis
The scheduled meetings described above provide regular interactions and opportunities for direct
and immediate communication between the COA President, her cohorts, and the Chancellor.
This ensures that the President informs the Chancellor regarding COA needs and issues that
require District support. Examples of challenges, which have been more fully addressed include:
    Major clean-up efforts during the summer to prepare the campus for the beginning of the
        fall semester.
    Removal of excess waste and surplus equipment from the campus
    Improved coordination in the Building ―A‖ remodel, from the initial concept, to the
        architectural design of the physical space, to the final preparation for the bids; and
    Extensive technical support and follow-up from Human Resources in expediting the
        hiring of 13 new full-time faculty and 2 new administrators.

The Chancellor more clearly understands College of Alameda‘s operations that require District
level support and resources. He has been willing to allocate District resources to fund basic
college operational needs not funded through general state funds.

The roles and responsibilities of the Educational Services Division are to: provide leadership and
assist colleges in providing high quality postsecondary education through curriculum
development and program review; maintain and recommend changes in academic and student
policies; provide high quality enrollment management services; provide process for tenure
review and faculty evaluation; perform long-range planning for the District‘s educational
programs and services; provide research on demographics, educational, occupational and
economic development trends to determine needs for institutional planning and change;
coordinate all grants, contracts and special projects; assure that degree and certificate programs
adequately prepare students to compete in a global market economy and transfer to four-year
universities; maintain relations with schools and universities to encourage student access to
education; provide leadership in student services programs; provide leadership for international
affairs and international students programs; and oversee all admissions and records operations.

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College of Alameda Analysis
Since the Senior Vice Chancellor for this division was selected to be the President of Vista
Community College, an Acting Vice Chancellor was named. The Acting Vice Chancellor has
implemented structural and procedural changes to streamline the District‘s operations for this
division. Certain functions that used to be the responsibility of this office are now in the hands
of the college presidents and vice-presidents. An example is the Program Review and Tenure
track evaluation processes which are under the direct leadership of the Colleges.
Listed below are the major functional areas of the Educational Services Division, they have been
delineated to provide clarity regarding their oversight, coordination and support activities.

Tenure Review
Note: Staff at Vista have suggested that Vista become a test site for using computers for students
to do their evaluations of part-time faculty. The College is working to get an agreement with the
Peralta Federation of Teachers to try this method; it is anticipated that eventually everyone will
be able to evaluate faculty by computer when all the technology is in place. The Staff Assistant
in the Vice Chancellor of Educational Services‘ office is currently responsible for processing all
student evaluations of all tenure track faculty, part-time faculty, and (if she has time) tenured
faculty. The Executive Assistant to the Vice Chancellor Educational Services controls the flow
of paperwork and handles all the tenure review committees. There are monthly meetings with
the facilitators. There are two orientation sessions done each fall and each spring, which include
all the College Tenure Facilitators, Peralta Federation of Teachers, District Academic Senate,
and Educational Services. One area that requires some oversight from the Presidents and Vice
Presidents is consistency in the interpretation of the contract language as to the tenure track

College of Alameda Analysis
The Vista College President took the lead in conducting the Tenure Review Orientation in
August. Monthly meetings are currently held between the four facilitators with the Executive
Assistant in the Office of Educational Services. The COA President will serve as the
administrative liaison to the Tenure Review Committee (TRC) facilitators, ensuring that the
tenure process is implemented equitably and consistently. However, several procedures
pertaining to the tenure review process are being looked at in the President‘s Council in order for
the colleges to be able to fully assume the responsibility for tenure review. This work will be
done through the appropriate shared governance process with the District Academic Senate
(DAS) and Peralta Federation of Teachers (PFT). The College of Alameda is on track with this
process and has conducted all the initial TRC meetings with the new faculty hired for fiscal year
2004-05. Additionally, President Cervantes was selected to represent the administration as the
district TRC facilitator. This position oversees the district TRC process and tries to resolve
disputes and issues that may arise.

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Program Review
Peralta has a common course numbering system which means technically that English 1A is the
same course at each college; therefore, program review should be discipline-specific and
conducted simultaneously at the four colleges. The schedule for program review has been built-
out for five years to coincide with the accreditation cycle. At one of the President‘s / Vice
President‘s meetings a determination will be made whether or not the schedule needs to be
changed for that particular year and then the information will be passed on to Research for
implementation of the data requests. The Office of Research and Institutional Development staff
hold training sessions each semester with the data and the guidelines. The guidelines for the
academic programs are completed. Each semester guidelines need to be adjusted for the
vocational programs. If a vocational program is also reviewed by an outside agency; i.e. Allied
Health has outside licensing agencies, and then the Peralta Program Review builds on upon that
report. Each college will follow the academic guidelines making modifications for their college
vocational programs as necessary.

College of Alameda Analysis
The four Vice Presidents of Instruction will verify the disciplines for which program reviews will
be done each year. A master list for the next five years is available and needs to be updated
annually. The Vice Presidents at Vista (Jackie Shadko) and Laney (Jose Ortiz) Colleges will
provide the leadership for the instructional side. Student Services program review area
guidelines will need to be done each semester/year and will be coordinated by the Interim Vice
Chancellor of Educational Services (Howard Perdue) with the four VPs of Students.

This assignment followed Ms. Judy Walters, the former Senior Vice Chancellor of Educational
Services, to Vista College where she was reassigned as the College President.

College of Alameda Analysis
The colleges are responsible for responding to the specific recommendations pertaining to them;
however, the four major recommendations aimed at the District Office will be coordinated by
Ms. Walters with the District Office staff, college presidents and campus accreditation liaison
officers. The following plans were developed:

The Progress Report will go to the Trustees for their approval by October 12th (to meet the
October 15th deadline of ACCJC).

The colleges will prepare an update for the Board Executive Committee on the role of the
resolution they adopted. The Board Executive Committee consists of the Chancellor, College
Presidents, Board President and Vice President. The College Presidents and Vice Presidents will
meet to brainstorm strategies for the resolution. Accreditation has been an on-going topic at each
of the President/Chancellor‘s meetings beginning with the July 19, 2004 meeting.

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The colleges will need to prepare a statement on stability of the District. Information from
personnel needs to be acquired and President Walters will talk with Vice Chancellor of Human
Resources Largent about this.

The listing of the District Office positions and functions vis a vis the college organizational
structure and functions needs to be compiled. Chuen-Rong Chen, Associate Vice Chancellor of
Research and Planning, will take the lead on this integrated planning aspect.

Council on Instruction, Planning, and Development (CIPD)
Since 40% of our students take courses at more than one College in a semester, and since we
have a common course numbering system, and since an accreditation recommendation is in the
area of District-wide planning, there needs to be some coordination done with this Council. This
is a District-wide curriculum meeting and all colleges need to agree on what is being proposed
before it goes to the Board and to the State Chancellor‘s Office. There are eight meetings per
year of this Council. The Educational Support Services Analyst at the District Office is
responsible for maintaining the course database, the Program and Course Approval Manual, the
course reporting requirements required by the State, and preparing information for the Peralta
Board. These documents need to be maintained on a District basis. The members of CIPD are:
an appointed member from each college from their Academic Senate, articulation officers from
each college, curriculum chairs from each college, and an administrator (usually the Vice
Presidents of Instruction); ad hoc members include one VP of Student Services and the District
Academic Senate President. This group has begun to work on integrated planning District wide
and represents a broad enough constituency that with the addition of personnel with background
in fiscal operations, the CIPD could continue in their planning efforts.

College of Alameda Analysis
The responsibility for coordinating the CIPD‘s efforts was transferred to Chuen-Rong Chan,
Associate Vice Chancellor of Research and Planning and Howard Perdue, Acting Vice
Chancellor of Educational Services. Due to the central role this committee has played in
developing the proposed planning model, it has had several emergency meetings. The last
meeting was held October 4, 2004 to finalize the plan contained in this report as well as to
discuss ongoing CIPD activities.

Oversight of the Child Care Centers
The Center manager at College of Alameda was hired outside the bargaining unit as a ―manager‖
and manages that center and evaluates employees at the other two centers. The Executive
Assistant in the Vice Chancellor of Educational Services office handles all the paperwork for the
one General Fund Contract that supports the three Child Care Centers as well as the CalWORKs
contract that also supports the centers. There are many specific reporting requirements
concerning the staff working at the centers and their annual ability to meet the licensing
requirements annually. Staffing to meet an adult/child ratio continues to be an issue as we tend

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to have a few high absentee employees. Evaluations must be done on an annual basis in order to
meet our contract requirements.

College of Alameda Analysis
The Center Manager reports to the Acting Vice Chancellor of Educational Services regarding the
overall District Contract and Budget. For issues at COA she reports to the Vice President of
Student Services at the College. This approach is effective and supports the college‘s needs.

District Faculty and Staff Development Officer
The PCCD Staff Development Officer is a faculty member who is assigned as required by the
PFT contract. There is $120,000 annually that has been negotiated with PFT and is placed
directly under the control of the College Staff Development Committees. There is also $18,000
in the Educational Services Office to pay for Flex Day activities, which occur District-wide.

College of Alameda Analysis
A new District Faculty and Staff Development Officer was selected per the PFT Contract
procedures. This person currently reports to the Vice Chancellor of Human Resources. Staff
development activities are coordinated among the campus staff development committees and the
District Office. This process continues to work well to provide quality staff development
activities to our faculty.

Flex Days
Peralta has permission from the State Chancellor‘s Office to have six flex days out of our 175-
day calendar. This is currently a big portion of the PCCD Staff Development Officer and an
individual college Staff Development chair‘s responsibility. The College Staff Development
officers were able to get agreement to spread these six days across the calendar for three years.
2004-05 is year two of this undertaking. The listing of these Flex days needs to be clarified
between the District Staff Development Officer and Admissions & Records Department so that
the calendar for next year is correct and so that students know which days there will be no
classes. This calendar arrangement allows all employees to be available (both the instruction and
student services side of the house) for ―staff development‖ and college-wide planning activities.

College of Alameda Analysis
The calendar for 2005-06 has been set, and the information will be given to the Acting Vice
Chancellor of Educational Services who has the responsibility for the calendar. The staff
development days for fall 2004 were August 16-18, and for spring 2005 are January 12th, March
2nd and April 7th. During spring ‘04, the colleges scheduled 3 flex days that were spread out in
January, March, and April. This schedule was well received and classified staff were especially
happy to participate.

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Workforce and Economic Development & VTEA
Workforce and Economic Development is a position that has been in the Educational Services
Department and was always funded prior to 2003. In 2003-04 the District funds that support this
program were eliminated, but the position was retained. There was also a ―Tech Prep‖ staff
person, but that individual recently became a Dean of Vocation at Laney College.

VTEA reports have been coordinated on a District-wide basis through the District Development
Officer (Tech Prep coordinator.) The Staff Services Specialist/Special Projects is responsible for
fiscal monitoring and reporting for this project. There are allocations of dollars to the colleges,
and campus plans that must be submitted and ―rolled-up‖ into a District report for submittal to
the state Chancellor‘s office in Sacramento.

College of Alameda Analysis
The District-wide Workforce and Economic Development administrative position has not yet
been filled. The VTEA program functions with fiscal monitoring and reporting coordination
handled by the District, while the Colleges are responsible for the enactment of their VTEA

The Workforce Development Department at College of Alameda has been in operation since
1999. During this time, the department was responsible for the implementation of short-term
vocational training and educational programs for CalWORKs students. There has also been a
Job Developer for the College of Alameda program. However, with the reduction of funds, the
person hired as the Job Developer was moved to and partially funded by the One Stop Career
Center (also located on the COA campus). For a time, that position served as an adjunct to the
Workforce Development department. That is no longer the case; the position is now fully funded
and operated through the One Stop Career Center. There was also a ―Tech Prep‖ staff person at
the Laney campus, but that individual has recently become a permanent Dean of Vocation at
Laney College. The primary sources of funding for the program have been CalWORKs and

Admissions, Records (A&R) & Student Services
Currently, this area is managed by the Acting Vice Chancellor of Educational Services with one
staff member located at each college, and nine staff members at the District Office. It is very
‗service oriented‘ and because of the technology within Peralta it needs to remain at the District
Office in order to function. This unit is also responsible for the recruitment and enrollment of
international students.

College of Alameda Analysis
The assignment of A&R personnel at the COA campus provides excellent service to our
students. There are good relationship.s between the A&R staff and COA Student Services staff.
Staff in this category work in COA Student Services space and are as dedicated and committed
to the campus and the students we serve as those staff who have reporting authority to the

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various managers on the campus. Additionally, the Vice President of Student Services serves as
liaison to the college admissions staff and the District Office. The Admissions Specialist at COA
serves on the Student Services Council.

Research and Institutional Development
The Research and Institutional Development area is currently staffed by one Associate Vice
Chancellor, one Support Services Analyst, one Research Data Specialist in Assessment and one
Research Data Specialist in Matriculation. There is one clerical assistant who is categorically
funded and one Staff Services Specialist/Special Projects who is 60% VTEA funded and 40%
general funds.

College of Alameda Analysis
This unit reports to the Acting Vice Chancellor of Educational Services and is currently managed
by the Associate Vice Chancellor of Research and Institutional Development. The function of
educational grants, contracts and monitoring of all categorically funded and specially funded
monies is housed in Research and Planning under the Associate Vice Chancellor. The Staff
Services Specialist/Special Projects and the Support Services Analyst currently do this work.
This office also monitors the assessment contract with Alameda County.

Faculty Diversity District Internship Program
This is a faculty member assigned up to a 0.5 FTE through a PFT negotiated process. A new
person was selected per PFT contract to begin Fall 2004.

College of Alameda Analysis
This person reports to the Vice Chancellor of Human Resources. Campus coordination is
through a faculty member with release time. This program has successfully recruited and trained
numerous individuals who are serving as PT faculty within the Peralta District.

PFT Negotiations
PFT negotiations have been handled by an outside labor attorney with an administrative
committee headed up by the Sr. Vice Chancellor of Educational Services. Currently a college
President (Evelyn Wesley from Merritt) and two college deans, (Brenda Johnson from COA and
Craig Hadden from Vista) as well as the Associate Vice Chancellor of Human Resources sit on
this committee. Chancellor Elihu Harris completes the negotiations on all Union contracts.

College of Alameda Analysis
Any negotiation issues will be handled by either the Vice Chancellor of Human Resources or the
District General Counsel. Both individuals are eminently qualified and have provided
outstanding services to the colleges and the District.

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International Educational Services
The Office of the Associate Vice Chancellor of International Education is charged with the
recruitment of international students and currently reports to the Acting Vice Chancellor of
Educational Services.

College of Alameda Analysis
Associate Vice-Chancellor Jacob Ng worked closely with COA faculty and staff in the
development of new programs to be taught at the college intended for international students.

District Academic Senate (DAS)
The faculty member who is the DAS President is assigned a .5 release to do ―District‖ work and
has an extended 11-month contract.

College of Alameda Analysis
To meet District shared governance expectations, the Chancellor along with the College
President and staff from the District Office meets with the Group of Advisory Faculty (GAF),
which consists of PFT representatives and the four College Academic Senate Presidents. This is
a change from past practice; it puts the responsibility back at the College level and clarifies for
the Colleges, the District, and the Accreditation Commission what the role of the College
Academic Senate is as opposed to the role of the District Academic Senate (DAS).
Vice President Meetings
The four college Vice Presidents of Instruction meet on an as-needed basis depending upon their
tasks; these meeting are usually two to three times per month; for example, the Acting Vice
Chancellor of Educational Services meets with the VPs of Student Services twice a month and
has met with the VPs of Instruction four times in the past six weeks.

College of Alameda Analysis
This process of meeting-as-needed model is working well. There are established meeting dates
calendared, however there are several overlapping committees that many of the VPs are involved
in at the District level. As such, having the flexibility to meet on an as-needed basis is favorable
to meeting simply because a meeting is scheduled.

College Presidents
College Presidents are meeting on a regular basis with the Chancellor. This is the group of
administrators that are responsible for student learning, are accountable for budgets, Educational
Code requirements, Title 5 requirements, and Accreditation. This group is more closely
associated with recommendations going to the Board.

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College of Alameda Analysis
There was an agreement that beginning in August the Presidents would meet with the Chancellor
on the second Thursday of each month. On the fourth Thursday, the Chancellor will hold his
Executive Cabinet Meeting, which includes Presidents, as well as other District managers. These
meetings were calendared for the entire 2004-05 academic year.

Faculty Hiring Recommendations
Originally the Sr. Vice Chancellor of Educational Services played a final role in this process.

College of Alameda Analysis
This responsibility has been assigned to the College Presidents. The Human Resources
department presents a check-off list for the Chancellor on each position. The Presidents then
submit recommendations to the Chancellor and are available to answer questions.

Sabbaticals are being funded for the 2005 – 2006 academic year. The sabbatical process is
outlined in the PFT Contract Article 26, paragraph R. The College has 2.5 years of Sabbatical
Leave available for the duration of the current contract 2004 – 2007. Sabbaticals were not
funded for the 2004 –2005 academic year due to reduced budgets.

College of Alameda Analysis
College of Alameda is responsible for deciding who receives sabbaticals. This process is laid out
in the PFT contract, and is the responsibility of a subcommittee of the college‘s Staff
Development Committee. This committee met on September 20, 2004 and reviewed this process
as well as the budget for 2004. Approximately $9,000 was set aside from this year‘s budget for
sabbaticals. To ensure interested faculty were afforded timely information, a staff development
sabbatical training workshop was held September 29, 2004 on campus.

Library Materials and Instructional Equipment
Prior to Fall 2004, this was based on a very complicated formula in which a final
recommendation came from the Sr. Vice Chancellor of Educational Services /Chancellor. There
was an agreement at the President‘s Council that colleges would be allocated money based upon
their FTES for fall 2002. Also, they would determine how it was spent based upon college
Budget Committee‘s recommendations and their own college integrated planning process.

All categorical budget allocations are made through Institutional Planning under Chuen Rong-
Chan and for the most part are based upon formulas, which come from the State Chancellor‘s
Office and are ―pass throughs‖ to the Colleges.

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College of Alameda Analysis
College of Alameda hired a permanent Vice President of Instruction (VPI) in August 2004.
Since that time there have been several meetings held at the District Office involving all the Vice
Presidents of Instruction and the Vice Presidents of Student Services. The Interim Vice
Chancellor of Educational Services has scheduled these meetings in order to coordinate and
communicate the activities of these two groups. These meetings have focused on District-wide
initiatives that affect all the campuses, as well as identifying a working agenda for the coming
year. This group has been instrumental in helping define the current District response to the
Commission‘s recommendations and has taken a lead role in discussions regarding the key role
the CIPD plays in the proposed budget development model, which includes Library and
Instructional Equipment funds.

Additionally, the Library at COA, which now reports directly to the Vice President of
Instruction, has been included in the budget allocation process. Although funds are still limited,
funding sources for continued maintenance and upgrading of the college‘s book and serial
acquisitions are part of the overall budget development process. In addition, to further clarify the
strategic direction of information resources, the Library staff are making good progress on
completing their program review; we are continuing to work on a draft outline as well as
acquiring the statistical data required for analysis. Dr. Jackson has strong expertise in
instructional technology and in library/learning resource center supervision. She is providing
excellent support and attention to the library/AV, which has been desperately needed.
Additionally, the Chancellor made an allocation to each campus for the Library/LRC to offset
previous budget reductions. COA received $22,000 from set aside bookstore funds which will
help replenish the book budget.

The roles and responsibilities of the Finance Division are to: assist the colleges and the District
Office in achieving their educational missions by providing fiscal stability and compliance with
governmental mandates and funding requirements; implement financial policies and procedures;
provide leadership and financial services in purchasing, budgeting, payroll operations, and
accounting. Purchasing services includes approving requisitions, supervising mailroom and
duplication service operations; directing warehouse operations; maintaining inventory of stores,
equipments, and fixed assets, and providing mail and supplies delivery services.

College of Alameda Analysis
The selection process for the District Chief Financial Officer (CFO) is in progress and will go to
the Board of Trustees for approval upon completion. In the meantime, the Special Assistant to
the Chancellor oversees this office, ensuring appropriate attention to District budget matters.
Upon assuming this responsibility, he has met regularly with the four college business managers
on a monthly basis to ensure that the colleges are kept informed of all activities of the District
Finance Department and that fiscal issues that arise are taken care of in a timely manner. The
acting CFO brings other District personnel to these meetings as required to address agenda items
under discussion. These meetings have improved the communication and cooperation between

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campus and District finance personnel. The information flow and timeliness of responses have
improved as a direct result of the monthly meetings.

The roles and responsibilities of the Human Resources Division are to: plan, organize and
administer a comprehensive human resources management program for the District, coordinate
and execute policies, methods and procedures in connection with employee recruitment,
selection and performance evaluation; assess professional development needs, classification, and
compensation; coordinate all activities of risk management, assisting colleges in providing a safe
educational environment for students, and a safe working environment for employees, protecting
the District against the financial consequences of catastrophic losses and reduce the District‘s
cost of risk, provide health and safety guidelines; develop a District safety policy, safety manual
and loss procedure manual; coordinate employee relations and employee benefits programs;
coordinate and provide information regarding affirmative action issues; provide safety and police
services; coordinate faculty and staff development, and ensure equal opportunity in employment,
programs, activities and educational environments.

College of Alameda Analysis
In March of 2004, the District Office had 66 administrative positions: of those 26 were vacant,
30 were permanent and 10 were interim. Today we have 53.5 positions, of which 9 are interim
positions, 36 are permanently filled, and 8.5 are vacant. The hiring process is currently
underway for 6 of the vacant and/or interim positions. Also, while March 15th notices were
given to all administrators, only two were reassigned.

Since the beginning of the year, the Chancellor has appointed nine (9) permanent administrators,
thereby increasing the stability of the District. Of the nine administrative positions, one is at the
District Office, two at College of Alameda, one at Merritt College and five at Laney College. In
places where searches are still taking place or soon will be, the Chancellor has assigned acting
appointments to these positions.

In response to Accreditation Recommendations of June 2004, the Peralta Community College
District has demonstrated its commitment to stabilize the District's Administrative Team by
hiring a permanent Chancellor. Since then, the Chancellor has put in place the nine
administrative positions with the help of the Vice Chancellor for Human Resources who was
hired November 2003. This Vice Chancellor for Human Resources provides stability and
continuity to this office, and has administrative responsibility for the functional areas normally
associated with employer-employee relations, grievances, employee discipline, recruitment and
selection, process claims of discrimination and sexual harassment claims, risk management and
benefits, safety police services, faculty diversity internship program and staff development
program. The nine administrative positions are:

At College of Alameda, the Vice President of Instruction (August 2, 2004), and the Division
Dean II of Business and Transportation (August 31, 2004);

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At Merritt College, the Business and Administrative Services Manager, (August 31, 2004) and
the Dean of Student Support Services (September 28, 2004);

Six other administrative positions are in the recruitment and selection phase. They are the
Associate Vice Chancellor for Budget and Finance,
Director of Administrative Services & Information Technology,
Director of Technology Services/Information Technology,
Director of Risk Management and Benefits, and
Associate Vice Chancellor, Special Assistant to the Chancellor.

The District Human Resources personnel have been instrumental in expediting the hiring process
and handling personnel transactions. Working within the auspices of the various labor contracts
the District personnel office insures that the procedures are followed to allow for equitable and
fair employment of qualified personnel.

The roles and responsibilities of the Information Technology Division are to: develop short- and
long-term plans and strategies to deliver services to meet defined user needs; evaluate technical
trends and select directions to effectively meet long-term information needs of user; plan long-
term hardware and software acquisitions; plan information and office automation system
development; Stay current on innovations, changes, trends, and directions in the industry; and
disseminate pertinent information to staff; direct marketing activities to produce new income;
Identify systems obsolescence and coordinate close-down for minimum disruption to users and
personnel; direct general day-to-day operations, including problem resolutions, staff
administration, systems design, systems development, systems implementation, staff and user
training, hardware and proprietary software selection, acquisition, and installation; plan,
coordinate, and monitor communications with current and potential users on an ongoing basis to
define needs in user training, systems, and software; and evaluate legislative activities and
integrate information relevant to information systems; and to select, train, delegate responsibility
to, and evaluate staff.

College of Alameda Analysis
 The Chief Information Officer was hired June 2004 to take charge of all matters related to
technology. At the August 31, 2004, meeting, the Board voted approved allowing the District to
begin negotiating with PeopleSoft, Inc. for a comprehensive Administrative System. This new
system would ensure that data are available to all faculty and staff for planning and decision-
making. Announcements to hire MIS second-level managers are currently being advertised.

The College of Alameda has taken steps to centralize the functions of the instructional
computing department by organizing it under the Vice President of Instruction. The Vice
President has conducted monthly ―Tech‖ meetings with both the instructional and administrative
computing technicians. Also included is the technician for the Adapted Computer Learning

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Center, funded and organized through Programs and Services for Students with Disabilities.
These discussions allow for dissemination of information across divisional lines and allows for
coordinated efforts, which have sometimes caused conflicts in administering a common network.
Efforts have begun to develop a liaison with the District MIS staff and the new Chief
Information Officer. Given the adoption of a new comprehensive management system, and the
magnitude of the negotiations involved in this process, efforts along this line have not been very
fruitful. As the second level hiring of MIS staff is completed, and implementation of the new
software system proceeds, it is expected that ongoing dialogue between the campus and the MIS
department will increase as a necessary ingredient of successful implementation.

The roles and responsibilities of Marketing, PR and Communications Division are to: develop a
strategic marketing plan, integrating functions of public information, public relations with
advertising, publications and news services; develop marketing campaigns for Fine Arts
performances, vocational programs, athletic activities, other special events, and high school
recruitment in consultation with college deans and the director of enrollment; cover Board of
Trustees meetings and District-wide meetings as press information officer; coordinate District-
wide promotional activities; develop internal and external newsletters; supervise the publication
of schedules, catalogs, brochures, web sites, television and radio ads; coordinate the functioning
of PCTV; produce marketing materials; provide public relations services; provide
communications District-wide; and maintain web services.

College of Alameda Analysis
The Executive Director of Marketing has been working with senior officers of the District and
the two college Public Information Officers at Laney and Vista Colleges are mapping out an
effective marketing plan to increase the awareness of various programs offered by Peralta

Beginning in August 2004, one of the two District-based Research & Planning officers was
assigned to COA. His salary plus additional funding was allocated to the college. With these
resources the college will hire a .5 Public Information Officer (PIO). The college submitted the
PIO‘s job description and request to advertise to the District‘s Human Resources Office in mid-
September. This half-time position will greatly assist the college in its internal and external
communication, as well as to monitor the accuracy of information which is disseminated.

The roles and responsibilities of the Facilities unit are to: provide a safe, operational, and
desirable physical environment that supports the educational mission and administrative goals
District-wide; organize and implement long and short-range construction, improvement,
maintenance and grounds programs; develop five-year construction and deferred maintenance
plan; develop, negotiate, prepare for Board approval and administer construction contracts; assist
colleges in facilities planning; provide management oversight for consultants and contractors for

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District facilities programs and capital projects; in conjunction with risk management, develop
and implement preventive measures for the health and safety of all staff, students and the public
in accordance with appropriate health code standards and the Office of Safety and Health
Administration; provide custodial services; maintain and manage District real property
inventory; maintain landscapes; and provide all engineering services.

College of Alameda Analysis
The Physical Plant Department is significantly understaffed, resulting in low productivity.
Efforts are currently underway to fill all existing vacant positions. Additionally, a reorganization
of the department, which is under consideration by the Chancellor, is expected to greatly
improve the department‘s ability to be more proactive in its short-to long-range planning and
thus more productive in its delivery of services. As such, the Facilities Division of Physical
Plant needs to greatly improve its responsiveness especially to college needs of health and safety.

There are numerous examples of the department‘s late response or failure to respond to repeated
request and work orders in several College of Alameda departments, including purchase and
installation of gymnasium equipment and ADA required modifications and signage.
Additionally, Physical Plant must improve its monitoring of outside contractors, as well its
consideration of campus needs surveys.

Finally, the current model of decentralized custodial services should be re-visited as a means of
addressing the impact of minimal human resources and disparate management styles on District
wide facilities‘ cleanliness.

The Director of Physical Plant has met with faculty and staff from the colleges and has taken all
the necessary steps for various activities to begin. These include a new campus for Vista
Community College, a new Art building for Laney College, and improvements to the physical
environment of all four colleges.

The Purchasing Department is also very supportive and cooperative when assisting the college
with clarification and guidance regarding purchase orders and requisitions. They have clear
procedures and policies. They respond in a timely manner to questions and unusual
circumstances. The COA Business Manager and District Purchasing Department staff conducts
an annual training workshop for college staff on purchasing processes, standards and guidelines.

                                                            Accreditation Progress Report

       Recommendation 5
The Progress Report should detail progress made by the Board on activities undertaken to
improve the Board‘s ability to function effectively in accordance with its role as a policy making
body. (Standards 10A.1, 10A.2, 10A.3, 10A.5, 10A.7)

The Board held a retreat on May 13, 2004 in which the Board members were provided a very
succinct and specific session on the roles and responsibilities of being a trustee. This meeting
was followed with the passage of Resolution #03/04-50 concerning their commitment to support
the Accreditation Standards, believing in the concept of Peer Review, and support for the
Chancellor‘s authority to organize and provide for the educational functions of the District‘s
colleges in order for College of Alameda, Laney College, Merritt College, and Vista Community
College to maintain the highest academic standards. The Trustees committed to work towards
meeting the four conditions as outlined by the March 2003 visiting teams and responding to the
Commission‘s standards for a multi-college District.

Since this time, the Board has adopted the Chancellor‘s recommendations for reorganization of
the District Office, hiring of permanent staff, naming of interim staff where appropriate, and the
alignment of District Office functions to better serve the College Communities

College of Alameda Analysis
Since their Board retreat in May, the Board members have made a concerted effort to focus on
policy matters. Another factor certainly is the fact that four of the trustees are not running for re-

However, the passage of Resolution #03/04-05 affords the incoming Board members a template
from which to form a new, innovative, intellectual and responsive policy-making body. The
opportunity now available to the District, its colleges and its Board of Trustees cannot be
overstated. Beyond this resolution, the colleges, indeed the District itself, must hold its breath in
eager anticipation of the choices made by our voting populace. Only then can we make the
defining analysis, choices and policies that will drive the Peralta Community College District to
become a leader in the California Community College system.

           Accreditation Progress Report

Office of the Chancellor: Proposed Organization
       Office of the Chancellor

                       Board of Trustees

   Internal                                     General
  (.5 FTE)                                      Counsel

                          Chancellor and
                       Secretary to the Board

    Special                                      Assistant
   Assistant                                      to the
     to the                                     Chancellor

                                                             Appendix 1
                     District Office: Proposed Organization
              District Office

                                   Board of Trustees


   Vice               Vice           Vice           Exec. Dir          Chief       Director
Chancellor          Chancellor     Chancellor    Marketing, PR &    Information    Facilities
Education &          Finance        Human        Communications
                                                                    Officer (IT)
  Student                          Resources

                      President      President    President         President
                      College of      Laney        Merritt         Vista College
                      Alameda         College      College

      Appendix 2
Educational Services: Proposed Organization
 Educational Services

                                Chancellor                             CIPD

Admissions &                                                           VPSS
                                  Vice                              Matriculation
 Enrollment                     Chancellor

                         Assoc. V.C.         Assoc V.C.               Program
                        International        Research,                 Review

                                        CalWORKS            VATEA         Tech
                                        Assessment                        Prep

                                                                                 Appendix 3
     District Office Finance: Proposed Organization
     District Office Finance



              Director of       Budget    Assistant V.C.
              Purchasing        Manager     Payroll &

Appendix 4
   District Office HR: Proposed Organization
District Office Human Resources


                          Human Resources

    Risk                Safety &        Human      EEOC Analyst
 Management          Police Services   Resources
 & Benefits            (Contract)      Manager

                                                                  Appendix 5
                District Office IT: Proposed Organization
           District Office Information Technology


                                      Chief Information

                 Director                                               Director
             Technical/Network                                      Application/Client
                 Services                                               Services

District          District         College          District Help       Information      Applications
Telecom          Networking      Coordinators           Desk              Systems        Development
                                                                         Operations       & Support

   Appendix 6
Department of Marketing, Public Relations and
   Communications: Proposed Organization
Marketing, Public Relations and Communications

                              Chancellor                     President

  Senior                    Executive Director
Secretary                                                     Merritt
 (1 FTE)                        (1 FTE)

        Staff Services          Marketing
         PCTV Prog.             Coordinator
           (1FTE)                (1 FTE)
                                                     CoA               Laney
        Staff Services         Web/Graphics          PIO                PIO
         PCTV Eng.              Coordinator        (1 FTE)            (1 FTE)
                                                 Currently vacant   Currently Vacant
           (1 FTE)               (1 FTE)
             PT Hourly         Staff Services       Merritt            Vista
               PCTV              Graphics            PIO                PIO
            (6 Positions)         (1 FTE)          (1 FTE)            (1 FTE)

                                                                            Appendix 7
               of Physical Plant: Proposed Organization
    Office Physical Plant
     Office of



          Facilities    Custodial         Grounds         Engineering
          Planning      (5 District     (12 Classified   (16 Classified
        (4 Classified   Classified        Positions)       Positions)
         Positions)     Positions)

Appendix 8
      Laney College: Proposed Organization
Laney College



     Vice President           Business &       Vice President
      Instruction            Administrative   Student Services
   Dean          Dean                           Dean Student
  Fine &        Business,                       Support Ser.
Applied Arts    Math &                          Matriculation
   & PE         Sciences

                  Dean                          Dean Student
  Dean                                          Support Ser.
Vocational        Hum.,
                Language                        EOPS,DSPS,
Technology                                      CalWORKS
                Arts & S.S

                                                                 Appendix 9
                Merritt College: Proposed Organization
        Merritt College



                Vice President              Business &       Vice President
                 Instruction               Administrative   Student Services

 Dean of          Dean of         Dean of                    Dean Student
Instruction      Instruction     Instruction                 Support Ser.
Division I       Division II     Division III                   EOPS

  Appendix 10
Vista Community College College: Proposed Organization



        Vice President          Business &       Vice President
         Instruction           Administrative   Student Services

  Dean of         Dean of                        Dean Student
 Instruction     Instruction                     Support Ser.
 Division I      Division II                        EOPS

                                                                   Appendix 11
             College of of Alameda Organization
            CollegeAlameda Organizational Chart 2004-2005 Chart 2004-2005
                                                                                                                                                 ADMINISTRATIVE ASSISTANT
                                                                       PRESIDENT                                                                Joyce Lee
BUSINESS & ADMINISTRATIVE                                          Dr. Cecilia Cervantes
                                                                                                                                                 RESEARCH & PLANNING OFFICER
                                                                                                                                                Gregory Golebiewski
         Connie Willis
                                                                                                                                                  PUBLIC INFORMATION OFFICER
Budget/Finance               Management Info Systems
Business Services            Parking Services                                                                                                   .5 Vacant
Custodial Services           Property Management
Facilities Rental            Safety & Police Services

V.P. OF STUDENT SERVICES                                                                                               V.P. OF INSTRUCTION
           Dr. Kerry Compton                                                                                             Dr. Jannett Jackson
ADA Coordinator                        Graduation                                                   Accreditation Liaison Officer               Instructional Computer Services
Assessment Orientation                 Learning Resources Center                                    Audio Visual                                Instructional Coordination
Articulation                           Matriculation                                                Catalog                                     Library Services
Athletics                              PUENTE                                                       Class Schedule                              Program Review
Bookstore Liaison                      Recruitment & Outreach/                                      Curriculum Development                      Staff Development
Child Care Center Liaison                Project Access                                             Educational Master Plan                     Technology Committee
Class Schedule Wrap Around             Registration Coordination                                    Fee Based Training
Counseling                             Student Discipline
Counseling Discipline                  Transfer
District A&R Liaison                   Tutoring
Financial Aid                                                                 DIVISION DEAN II                            DIVISION DEAN II                             DIVISION DEAN II
                                                                                Arts & Letters                          Business & Transportation                     Applied Arts & Sciences
                                                                                  **Vacant                                     Peter Simon                               Dr. Thomas Orf
                                                                    African-American Studies       Music                  Apparel Design & Merchandising                 Astronomy
           SERVICES/DIRECTOR, EOPS                                  Anthropology                   Philosophy             Apprenticeship                                 Biology
                 Brenda Johnson                                     Art                            Political Science      Auto Body & Paint                              Chemistry
                                                                    Asian-American Studies         Psychology             Automotive Technology                          Dance
                                                                    Education                      Sociology              Aviation Maintenance Technology                Geology
              CalWORKS                                              English                        Social Sciences        Aviation Operations                            Health Education
              DSPS/Workability                                      English as a Second Language Spanish                  Business                                       Health Professions/Occupations
              EOPS/CARE                                             Foreign Language               Speech                 Computer Information Systems                   Liberal Arts & Science
              Food Services                                         French                         Theatre Arts           Cooperative Education                          Mathematics
              Health Services                                       Geography                                             Dental Assisting                               Nautical Science
              Loans                                                 German                                                Diesel Mechanics                               Physical Education
              One Stop Career Center                                History                                               Economics                                      Physical Science
              Scholarships                                          Human Development Services                                                                           Physics
              Student Activities                                    Humanities
              Student Government                                    Journalism
              Veteran‘s Affairs                                     Learning Resources                                   ** Departments in this division are supervised by the current division deans.
                                                                    Library Information Systems
      Appendix 12                                                   Mexican/Latin American Studies
      Instructional Division Organization
                    Instructional Division Organization
                                2004 - 2005

                                             DIVISION II
DIVISION I                                   Manager: Dean Tom Orf
Manager: Dean Peter Simon
                                             African-American Studies
Alameda Science & Technology Institute       Art
        (ASTI)                               Asian-American Studies
Apprenticeship                               Astronomy
Apparel Design & Merchandising               Biology
Anthropology                                 Chemistry
Automotive/Auto Body & Paint                 Chinese
Aviation                                     Dance
Business/Accounting                          English
Computer Information Systems                 English as a Second Language
Cooperative Education                        French
Dental Assisting                             Geography
Diesel                                       Geology
Economics                                    German
Education                                    Health Education
History                                      Humanities
Human Development Services                   Mathematics
Political Science                            Mexican/Latin American Studies
Psychology                                   Music
Social Sciences                              Philosophy
Sociology                                    Physical Education
                                             Theater Arts

                                                             Appendix 13
       College of Alameda Accreditation Committee
The Accreditation Committee is responsible for defining characteristics of quality and
excellence and presenting evidence that such quality and excellence is being achieved.
This is achieved through the college self study report. The committee is also responsible
for monitoring and examining the progress of recommendations made by the accreditation
evaluation team. Quarterly reports on progress will be given to College Council ad
reflected in the Institutional Plan. The Committee is composed of those who either served
on the Steering Committee of the Accreditation Self Study or are serving in the designated

College President                             Cecilia Cervantes
VP of Student Services                        Kerry Compton
VP of Instruction                             Jannett Jackson
Dean, A&L                                     (vacant)
Dean, AA&S                                    Tom Orf
Dean, B&T                                     Peter Simon
Dean, Students Support Services/EOPS Dir.     Brenda Johnson
Business & Admin Services Manager             Connie Willis
Faculty Representatives                       Mary K. Holland, Chair
                                              Mike Robertson
                                              Andrea Safir
                                              Tom Southworth
                                              David Sparks
                                              Mike Wirth
Academic Senate President                     Maurice Jones
Classified Council President                  PJ Santos
Classified Representatives                    Angleita Finlayson
                                              Helena Lengel
                                              Bobby Snell
ASCOA President                               Jacob Mickey Klein

Appendix 14
       College of Alameda College Council
The College Council is advisory to the President. It is charged with the responsibility to
deliberate issues and concerns which affect the entire college community, particularly
those involving budget curriculum, facilities, and safety; to develop and oversee the
institutional plan of the college; and to engage in other planning efforts as required, such
as strategic planning, and mission and goals statement.

College President (Ex officio)                  Cecilia Cervantes, Co-Chair
Administrator, Instruction                      Jannett Jackson
Administrator, Student Services                 Kerry Compton
Administrator, At-large                         Connie Willis
Academic Senate President                       Maurice Jones
Faculty, At-large (7)                           Edy Chan
                                                Mary K. Holland
                                                Becky Stone, Co-Chair
Curriculum Committee Chairperson                Bob Grill
Budget Committee Co-Chairpersons                Helene Maxwell
                                                Rick Greenspan
Classified Council President                    PJ Santos
Classified, At-Large                            Pat Denoncourt
                                                Gloria Edgar
                                                Helena Lengel
                                                Bobby Snell
Research & Planning Officer (Ex Officio)        Greg Golebiewski
Public Information Officer (Ex officio)         (vacant)
ASCOA President                                 Jacob Mickey Klein
ASCOA Representatives (2)                       Sheila Richard

                                                                              Appendix 15

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