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College of Alameda Progress Report (RESPONSE TO ACCREDITATION EVALUATION) Submitted By College of Alameda 555 Atlantic Avenue · Alameda, CA 94501 to Accrediting Commission for Community and Junior Colleges Western Association of Schools and Colleges October 15, 2004 COLLEGE OF ALAMEDA · LANEY COLLEGE · MERRITT COLLEGE · VISTA COLLEGE 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 i 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 actions. 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 services. 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 1 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, 10C.6) 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, 10C.3) 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) 2 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) Description 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. 3 Time Schematic DRAFT Current Current Current Fall 2004, Jan. 2005 Feb thru June July Ongoing w/ Oct. thru 2005 2005 – Reporting Dec. 2006 feedback to SPC Internal/College Four Chancellors Program Reviews College Budget Educational Plans - Strategic Advisory College Mission, Plans Committee Vision, Values, Goals (BAC does PCCD Mission, drives 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 Development Environmental S 4 central support units (no more year Strategic Performance (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 Planning wide strategic objectives Committee 2003 – Continuing Support Plans BOPPC Every 3 years Annual 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 colleges.) 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 plan. 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 5 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 workers. 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 6 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. 7 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) Description 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 $115,000,000. 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. 8 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. 9 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) Description 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. 10 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 semester. 11 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. Description 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. 12 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. BOARD OF TRUSTEES Description 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 13 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. CHANCELLOR’S OFFICE Description 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. PRESIDENT’S OFFICE Description 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, 14 Accreditation Progress Report 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. EDUCATIONAL SERVICES Description 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. 15 Accreditation Progress Report 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 Description 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 process. 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. 16 Accreditation Progress Report Program Review Description 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. Accreditation Description 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. 17 Accreditation Progress Report 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) Description 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 Description 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 18 Accreditation Progress Report 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 Description 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 Description 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. 19 Accreditation Progress Report Workforce and Economic Development & VTEA Description 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 plans. 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 TANF. Admissions, Records (A&R) & Student Services Description 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 20 Accreditation Progress Report 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 Description 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 Description 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 Description 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. 21 Accreditation Progress Report International Educational Services Description 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) Description 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 Description 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 Description 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. 22 Accreditation Progress Report 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 Description 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 Description 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 Description 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. 23 Accreditation Progress Report 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. FINANCE Description 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 24 Accreditation Progress Report campus and District finance personnel. The information flow and timeliness of responses have improved as a direct result of the monthly meetings. HUMAN RESOURCES Description 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); 25 Accreditation Progress Report 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. INFORMATION TECHNOLOGY Description 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 26 Accreditation Progress Report 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. MARKETING, PUBLIC RELATIONS & COMMUNICATIONS Description 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 Colleges. 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. PHYSICAL PLANT and PURCHASING Description 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 27 Accreditation Progress Report 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. 28 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) Description 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- election. 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. 29 Accreditation Progress Report Appendix Office of the Chancellor: Proposed Organization Office of the Chancellor Board of Trustees Internal General Auditor (.5 FTE) Counsel Chancellor and Secretary to the Board Special Assistant Assistant to the to the Chancellor Chancellor Appendix 1 District Office: Proposed Organization District Office Board of Trustees Chancellor Vice Vice Vice Exec. Dir Chief Director Chancellor Chancellor Chancellor Marketing, PR & Information Facilities Education & Finance Human Communications Officer (IT) Student Resources Services 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 Records Vice Matriculation Enrollment Chancellor Man. VPIs Assoc. V.C. Assoc V.C. Program International Research, Review Institutional Development CalWORKS VATEA Tech Assessment Prep Appendix 3 District Office Finance: Proposed Organization District Office Finance Chancellor Vice Chancellor Finance Director of Budget Assistant V.C. Purchasing Manager Payroll & Accounting Appendix 4 District Office HR: Proposed Organization District Office Human Resources Chancellor Vice Chancellor Human Resources Risk Safety & Human EEOC Analyst Management Police Services Resources & Benefits (Contract) Manager Director Appendix 5 District Office IT: Proposed Organization District Office Information Technology Chancellor Chief Information Officer 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 CoA Chancellor President Laney President Senior Executive Director Secretary Merritt (1 FTE) (1 FTE) President Vista President 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 Chancellor Director 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 Chancellor President Vice President Business & Vice President Instruction Administrative Student Services Services Manager 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 Chancellor President Vice President Business & Vice President Instruction Administrative Student Services Services Manager Dean of Dean of Dean of Dean Student Instruction Instruction Instruction Support Ser. Division I Division II Division III EOPS Appendix 10 Community Vista Community College College: Proposed Organization Vista Chancellor President Vice President Business & Vice President Instruction Administrative Student Services Services Manager 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 SERVICES MANAGER 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 Mailroom/Switchboard 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 DEAN, STUDENT SUPPORT 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 Physics Spanish Speech Theater Arts Vietnamese 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 positions. 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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