Accreditation Follow-Up Report · 2014. 3. 9. · [ ACCREDIT TION F OLL W-UP REP T] Ev ergre n Va ly Co g. This follow-up report, in response to the Commission Action Letter dated

Accreditation

Follow-Up Report 2011

Accreditation Follow-Up Report

Submitted on October 15, 2011

By:

Evergreen Valley College

3095 Yerba Buena Road

San José, CA 95135

To:

Accrediting Commission for Community and Junior Colleges

Western Association of Schools and Colleges

10 Commercial Boulevard, Suite 204

Novato, CA 94949

Statement of Preparation ............................................................................................................................. 5

Certification of the Institutional Follow-Up Report ...................................................................................... 7

2004 Recommendation 1.............................................................................................................................. 9

Communication..................................................................................................................................... 9

Strategic Planning ................................................................................................................................. 9

District Accreditation Task Force ........................................................................................................ 10

The Board of Trustees ......................................................................................................................... 10

Evidence .............................................................................................................................................. 11

2004 Recommendation 3............................................................................................................................ 13

Evidence .............................................................................................................................................. 14

2004 Recommendation 4............................................................................................................................ 15

EVC Resource Allocation Model.......................................................................................................... 15

Evidence .............................................................................................................................................. 17

2004 Recommendation 5............................................................................................................................ 18

Evidence .............................................................................................................................................. 19

2004 Recommendation 12.......................................................................................................................... 20

Evidence .............................................................................................................................................. 21

2004 Recommendation 13.......................................................................................................................... 22

Evidence .............................................................................................................................................. 23

2004 Recommendation 14.......................................................................................................................... 24

Evidence .............................................................................................................................................. 25

2004 Recommendation 15.......................................................................................................................... 26

Evidence .............................................................................................................................................. 27

2004 Recommendation 20.......................................................................................................................... 28

Evidence .............................................................................................................................................. 29

2010 Recommendation 1............................................................................................................................ 30

Evidence .............................................................................................................................................. 31

2010 Recommendation 2............................................................................................................................ 32

Evidence .............................................................................................................................................. 33

2010 Recommendation 3............................................................................................................................ 34

Contents 1

Evergreen Valley College [ACCREDITATION FOLLOW-UP REPORT]

2011

Evidence .............................................................................................................................................. 34

2010 Recommendation 4............................................................................................................................ 35

Schedule and Catalog.......................................................................................................................... 35

Curriculum Recency and Review......................................................................................................... 35

Evidence .............................................................................................................................................. 36

2010 Recommendation 5............................................................................................................................ 37

Budgeting and Resource Allocation .................................................................................................... 37

Evaluation of Financial Systems .......................................................................................................... 38

Total Cost of Ownership (TCO)............................................................................................................ 38

Evidence .............................................................................................................................................. 38

Shared District Recommendation 1 ............................................................................................................ 39

Data Mining and Reporting ................................................................................................................. 39

Data Tools: Access and Training......................................................................................................... 40

Linking Research to Action.................................................................................................................. 42

Evidence .............................................................................................................................................. 43


Evidence .............................................................................................................................................. 49

Commission Concern 1: Financial Resources and Planning ........................................................................ 50

Other Post Employment Benefit Liability (“OPEB Liability”) ............................................................... 50

Payments on the 2009 OPEB Bonds Projected Debt Service .............................................................. 53

Evidence .............................................................................................................................................. 58


Self-Evaluation Chronology ................................................................................................................. 59

Policies and Practices, Long-term Financial Health of the District, and Resource Allocation ............ 61

Evidence .............................................................................................................................................. 64


Selection and Hire of Chancellor......................................................................................................... 65

Election of New Trustee ...................................................................................................................... 65

Training of Board of Trustees.............................................................................................................. 66

Selection and Hire of College Presidents ............................................................................................ 67

Chancellor and Recommendations to Board of Trustees ................................................................... 67

Following Established Board Meeting Schedule ................................................................................. 68

2 Contents

2011 [ACCREDITATION FOLLOW-UP REPORT] Evergreen Valley College

Other Examples ................................................................................................................................... 70

Board of Trustees’ Support ................................................................................................................. 73

Evaluation of Chancellor ..................................................................................................................... 74

Board of Trustees Self-Evaluation....................................................................................................... 74

Evidence .............................................................................................................................................. 78


Board Policies ...................................................................................................................................... 80

Evidence .............................................................................................................................................. 82


SJECCD Functional Areas Map ............................................................................................................ 84

Function 1: Instructional Programs..................................................................................................... 86

Function 2: Student Services............................................................................................................... 86

Function 3: Human Resources ............................................................................................................ 86

Function 4: Fiscal and Administrative Services ................................................................................... 87

Function 5: Educational Services ........................................................................................................ 87

Function 6: Governance ...................................................................................................................... 87

Function 7: Communications, Publications, Public Relations and Community Relations .................. 88

Evidence .............................................................................................................................................. 89

Commission Concern 2: Board and CEO Roles and Responsibilities........................................................... 90

Shared Recommendation 3: ............................................................................................................... 91




Commission Reminder ................................................................................................................................ 93

Evidence .............................................................................................................................................. 94

Contents 3


2011

4 Contents


This follow-up report, in response to the Commission Action Letter dated January 31, 2011, addresses the ACCJC’s 2004 and 2011 recommendations for Evergreen Valley College regarding its accreditation status. The follow-up report is the culmination of a campus-wide and collaborative effort that responds to the Commission Action Letter and will provide information, evidence, and analysis regarding the resolution of the recommendations to which Evergreen Valley College was directed by the Commission’s Action Letter.

The report has been circulated through the shared governance process at Evergreen Valley College, i.e. Academic Senate, California School Employees Association, Associated Students, College Council, and Administrative Council. Additionally, the report was uploaded to the Evergreen Valley College website for both campus-wide and public review. Our discussions, evidence-gathering and evaluation as a college will continue. Therefore, it is the intention of the college to add an Addendum to document the progress since the completion of the report. This Addendum will be made available to the Team Members prior to their visit on November 8, 2011.

In summation, the follow-up report was reviewed by the executive cabinet, shared governance committees, accreditation steering committee members, and the college community at large. Comments and corrections were reviewed and integrated into the report by the Accreditation Co-chairs and Editor. The Board of Trustees received the report for initial review in September 2011. On October 11, 2011, the San José Evergreen Community College District Board of Trustees approved the submission of the follow-up report to the ACCJC. The college is prepared to verify the accuracy and relevance of the report and is excited to welcome the Accreditation Team.

Thank you very kindly,

Henry C. V. Yong, Ed.S.

President

| Statement of Preparation 5


2011

6 Statement of Preparation


-

Date: October 15, 2011

To: Accrediting Commission for the Community and Junior Colleges, Western Association of schools and Colleges

From: Evergreen Valley College 3095 Yerba Buena Road San Jose, CA 95135

This institutional Follow-Up Report is submitted for the purpose of assisting in the determination of the institution’s accreditation status.

We certify there was broad participation by the campus community, and we believe this report accurately reflects the nature and substance of this institution.

Certification of the Institutional Follow-Up Report 7


2011

8 Certification of the Institutional Follow-Up Report |


The college and district should establish and maintain an ongoing, collegial, self-reflective dialogue about the continuous improvement of student learning and institutional processes. The college and district should assure that systematic participative processes are used to assure effective discussion, planning, and implementation of college and district policies and procedures, implemented by written policy. The Board of Trustees should establish and maintain governance structures, processes, and practices to assure that the Board of Trustees, administrators, faculty, staff, and students work together for the good of the institution and that these processes facilitate discussion of ideas and effective communication among the institution's constituencies. (Standards I.B.1; IV .A.1, 2, 3)

Communication

The college continued to make significant improvements in the area of institutional processes and ways to promote collegial, self-reflective and thoughtful dialogue that support student success Implementation of “First Thursdays” All College Meetings occurred in 2007-2008 where various college and district relevant updates were made to the college community including budget, new program introduction, program and student success stories, partnership information, facility updates, and always concluded with sharing comments, as well as questions and answers. On February 22, 2011, the district’s team led by the Chancellor and interim college President hosted joint forums for the college focusing on updates such as the current budget reduction status, 2011-2012 budget forecast and update, and a collaborative approach to addressing the 2004 and 2010 Accreditation Self Study recommendations. (R.04.1.1)

In turn, open and transparent communication throughout the college was exercised which benefited the college community. The college leveraged this forum particularly during the current budget crisis, as it keeps the entire community informed as well as allowing for open discussion concerning the plans of the district and college in addressing the funding shortfall.

Strategic Planning

The development and review of the college’s strategic planning process creates college priorities that are based on the current reality of the state and the district. (R.04.1.2) The college successfully completed its strategic planning process in spring 2011 through the Professional Development Day (PDD) activity on April 8, 2011. With the lead of the Institutional Effectiveness Committee (IEC) subcommittee, the strategic planning process was carefully planned utilizing information from the a) 2010 Accreditation Self Study recommendations, b) Educational and Facilities Master Plan, and c) Achieving the Dream Student Success Initiative implementation plan ensuring that institutiona priorities are based on relevant quantitative and qualitative data.

2004 Recommendation 1|Communication 9


2011

The college community identified three priorities for each “area of focus” within the Strategic Initiatives. (R.04.1.3) The newly revised EVC strategic plan will also help EVC complete its Integrated Planning and Resource Allocation process which significantly improved in spring 2011. (R.04.1.4) Strategic Initiatives also assure all constituencies work toward the common goal of student success; the shared governance structure allows all groups within the college to have an active role in the day-to-day decisions and planning to meet the goals of the college and district.

The college’s well-defined and structured shared governance framework made it possible for the college community to engage in effective discussion, planning and decision making of the college and district policies and procedures and other critical matters of the college. The EVC Shared Governance Decision Making Handbook delineates each shared governance committee on campus and its purpose, year of establishment, reporting structure, membership, and term. (R.04.1.5) The chair of the College Counci conducts regularly scheduled orientations with the chairs of shared governance committees; in addition the relevant information on shared governance is included in the new faculty orientation by the Vice President of Academic Affairs.

District Accreditation Task Force

Chancellor Cepeda developed a district and college Joint Task Force and its charge in late March 2011 in order for the district and college to respond successfully and specifically to the 2010 Accreditation Self Study recommendations. The Task Force charge and timeline, shared recommendation matrix and task force members and suggested report template were provided. (R.04.1.6)

As indicated in the Joint Task Force plan, the district and the colleges began working together on the revision of the Board Policy. (R.04.1.7) This also includes the establishment of the “code of ethics” implementation as recommended in the 2010 Accreditation Self Study. In June 2011, three Board Policies (2435.1, 2715, and 5140) were reviewed and revised having gone through the shared governance of both colleges. The policies were sent forward to the District Council for further review; once the review and revision process is completed in the District Council the policies will go forward to the SJECCD Board of Trustees for final approval and adoption.

The Board of Trustees

In April 2011, the Board conducted its annual evaluation of the Chancellor. The Board relied upon the Chancellor’s job description, evaluation survey report, performance objectives, annual report and self- evaluation. The evaluation survey report included the results of the survey assessing the Chancellor’s evaluation from both internal and external constituencies groups. Every employee was provided an opportunity to provide feedback with regard to the Chancellor’s work performance and leadership as well as external audiences. (R.04.1.8)

On January 25, 2011, in accordance with BP 2745, the Board of Trustees initiated its annual evaluation process by establishing a Board Self Evaluation Committee and appointing Trustees Cruz, Lease and Okamura to serve on that committee. (R.04.1.9) The committee was asked to work with the Chancellor to develop a process and criteria for the evaluation of the Board. On March 8, the committee reported on its work to the full Board and presented information on the proposed focus of the Board self-

10 2004 Recommendation 1 |


evaluation; namely, (1) Board Operations and Effectiveness, and (2) Shared Accreditation Findings. A survey methodology was recommended for the proposed work; and, in addition, the committee proposed strengthening the process by including a representative sample of district-wide interna constituents as well as members of the external community. It is important to note, that BP 2745 does not require others outside the Board to participate in the process, thus making this last recommendation unprecedented in nature. The full Board expressed consensus with the proposed methodology and established May 10 as a deadline for a report on the findings. (R.04.1.10)

The Board Self Evaluation process resulted in useful data to establish guidelines for the development of a work plan, including Board development activities where necessary. It is the express intent of the Board of the San José Evergreen Community College District to use the outcomes of the self-evaluation process not only to guide its future work but as clear evidence of intent to address accreditation concerns regarding role, function and the exercise of Board leadership. (R.04.1.11)

The Chancellor made a request that Dr. Barbara Beno, President of the Accreditation Commission for Community and Junior Colleges (ACCJC) join the Board of Trustees on June 28, 2011 to directly communicate the importance that the Board of Trustees adhere to its roles and responsibilities (R.04.1.12)

Evidence

2004 Recommendation 1|Evidence 11

R.04.1.1

Chancellor’s Town Hall Forums

http://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Chan cellor_Town_Hall_Forums.pdf

R.04.1.2 April 8, 2011 PDD Program http://evcwebs.sjeccd.edu/events/pdd/11/spring_11_pdd.pdf

R.04.1.3 EVC 2011 CTAs http://evcwebs.sjeccd.edu/about/mission.htm

R.04.1.4

EVC Integrated Planning and Resource Allocation

evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Integrated_ Planning.pdf

R.04.1.5

EVC Shared Governance Decision Making Handbook

http://evcwebs.sjeccd.edu/college_governance/index.htm

R.04.1.6

Accreditation Shared Recommendation Task Force

evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Shared_Rec ommendations_Task_Force_Charge_and_Timelines_3 23 11 df

R.04.1.7

Board Policy Execution Plan

evcwebs.sjeccd.edu/accreditation/2011/exhibits/S.5/Board_Policy_ and Administrative Procedure pdf SJECCD Board Policy 2435.1—June

revision evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/BP_2435_1

proposed pdf SJECCD Board Policy 5140—June revision

evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/BP_5140_D SPS_version_c.pdf

Proposed SJECCD Board Policy 2715—June revision

evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Proposed_ BP_2715_version_h_clean.pdf


2011

http://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Chancellor_Town_Hall_Forums.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Chancellor_Town_Hall_Forums.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Chancellor_Town_Hall_Forums.pdfhttp://evcwebs.sjeccd.edu/events/pdd/11/spring_11_pdd.pdfhttp://evcwebs.sjeccd.edu/about/mission.htmhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Integrated_Planning.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Integrated_Planning.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Integrated_Planning.pdfhttp://evcwebs.sjeccd.edu/college_governance/index.htmhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Shared_Recommendations_Task_Force_Charge_and_Timelines_3%2023%2011.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Shared_Recommendations_Task_Force_Charge_and_Timelines_3%2023%2011.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Shared_Recommendations_Task_Force_Charge_and_Timelines_3%2023%2011.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Shared_Recommendations_Task_Force_Charge_and_Timelines_3%2023%2011.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Shared_Recommendations_Task_Force_Charge_and_Timelines_3%2023%2011.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/S.5/Board_Policy_and_Administrative_Procedure.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/S.5/Board_Policy_and_Administrative_Procedure.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/S.5/Board_Policy_and_Administrative_Procedure.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/BP_2435_1_proposed.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/BP_2435_1_proposed.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/BP_2435_1_proposed.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/BP_5140_DSPS_version_c.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/BP_5140_DSPS_version_c.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/BP_5140_DSPS_version_c.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Proposed_BP_2715_version_h_clean.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Proposed_BP_2715_version_h_clean.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Proposed_BP_2715_version_h_clean.pdf

12 2004 Recommendation 1 |

R.04.1.8

Board minutes of Chancellor’s Evaluation

http://www.sjeccd.edu/aboutus/Board/agendas/Documents/ 09-28-10-Governing%20Board%20Meeting%20Minutes.pdf

R.04.1.9

SJECCD Board of Trustees Agenda – January 25, 2011

http://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/BOT

Self Evaluation 01 25 11 pdf R.04.1.10

SJECCD Board of Trustees Agenda – May 10, 2011

http://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Boar d_Self_Evaluation_05_10_11.pdf

R.04.1.11

SJECCD Board of Trustees Workplan – June 14, 2011

evcwebs.sjeccd.edu/accreditation/2011/exhibits/S.3/Board_of_Trus tees_Work_Plan_matrix.pdf

R.04.1.12

SJECCD Board of Trustees Special Meeting- June 28, 2011

http://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/06_2 8_11_Special_Governing_Board_Meeting_Agenda.pdf

evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/ACCJ


http://www.sjeccd.edu/aboutus/board/agendas/Documents/09-28-10-Governing%20Board%20Meeting%20Minutes.pdfhttp://www.sjeccd.edu/aboutus/board/agendas/Documents/09-28-10-Governing%20Board%20Meeting%20Minutes.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/BOT_Self_Evaluation_01_25_11.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/BOT_Self_Evaluation_01_25_11.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/BOT_Self_Evaluation_01_25_11.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Board_Self_Evaluation_05_10_11.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Board_Self_Evaluation_05_10_11.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Board_Self_Evaluation_05_10_11.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/S.3/Board_of_Trustees_Work_Plan_matrix.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/S.3/Board_of_Trustees_Work_Plan_matrix.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/S.3/Board_of_Trustees_Work_Plan_matrix.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/06_28_11_Special_Governing_Board_Meeting_Agenda.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/06_28_11_Special_Governing_Board_Meeting_Agenda.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/06_28_11_Special_Governing_Board_Meeting_Agenda.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/06_28_11_Special_Governing_Board_Meeting_Agenda.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/ACCJC_BOT_Presentation_06_28_11.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/ACCJC_BOT_Presentation_06_28_11.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/ACCJC_BOT_Presentation_06_28_11.pdf

The team recommends that the college provide adequate, stable, permanent, qualified administrator leadership to support Instruction and Student Services. (Standards II.B.1, III.A.2)

The college has successfully stabilized the administrative leadership for Academic and Student Affairs since 2007. A total of six new deans were hired in summer 2007 including three interim positions: Dean of Language Arts, Dean of Business and Workforce, Dean of Math, Science, and Engineering, interim Dean of Social Sciences, Humanities, Arts, and Physical Education (SSHAPE), interim Dean of Library and Learning Resources, interim Dean of Nursing and Allied Health. The Vice President of Academic Affairs along with Vice President of Student Affairs instituted an annual Deans Academy where new deans were oriented and trained in the areas of their responsibilities on multiple levels to ensure that their transition to the college community was as smooth as possible. (R.04.3.1)

By July 2008, the permanent Deans of SSHAPE, Library and Learning Resources, and Nursing and Allied Health were hired, as well as a permanent Vice President of Student Affairs, and permanent director of FasTrack/Trio. A permanent director of EOP&S was hired in May 2008 and a permanent Dean of Enrollment Services and Vice President of Administrative Services were hired in January 2008. In sum, the college had a stable and strong President from 2005-2010 and a Vice President of Academic Affairs from 2005-2011. Stable and strong leadership was provided by the interim Vice President of Student Affairs (VPSA) from 2006-2008 followed by a permanent VPSA.

Due to the financial crisis of 2008; however, the college was forced not to fill vacancies. To that affect, the Vice President of Administrative Services, Director of Marketing, and Director of Physical Education and Athletics positions remained vacant for sometime. The Dean of Library and Learning Resources took responsibility to also oversee the Language Arts division since 2009 which proved to be a successfu operational model under his strong leadership of both divisions. Thus the college has enjoyed and benefited from the stability of the management team leadership. In spring 2011, SJECCD conducted a search for a new permanent President. In early May, EVC held open forums for employees to hear the finalists and solicit questions. The San José Evergreen Community College District Board of Trustees voted unanimously at a regular Board meeting held on May 24, 2011 to appoint Henry Yong as the new President of Evergreen Valley College. (R.04.3.2)

In response to a concern expressed by the 2010 visiting team relative to EVC not having filled the Vice President of Administrative Services since the 2009-10 academic year, the college reflected upon the recommendation and made a decision that the reinstallation of the Vice President of Administrative Services is critical. In addition to our need to continue to weather this catastrophic budget crisis and aim to meet the Board-directed 7% reserve level, effective management of the Measure G bond which passed in fall 2010 in conjunction with the Facilities Master Plan process warrant the leadership of the Vice President of Administrative Services. EVC selected an internal candidate who has been a faculty member for 26 years and the Academic Senate President for six years, to assume this position in June 2011 as the permanent appointment. (R.04.3.3)

2004 Recommendation 3| Stable Administration 13


2011

Evidence

14 2004 Recommendation 3 |Evidence

R.04.3.1

Dean’s Academy 2007

evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.3/Deans_Acad emy_2007.pdf







Joint Dean’s Academy 2011 http://evcwebs.sjeccd.edu/ppt/Dean.pptx

R.04.3.2 New President News Release http://www.sjeccd.edu/news/newsrelease/Pages/052511.aspx

R.04.3.3

Vice President of Administrative Services Announcement

evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.3/VPAS_Anno uncement.pdf


http://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.3/Deans_Academy_2007.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.3/Deans_Academy_2007.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.3/Deans_Academy_2007.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.3/Deans_Academy_2008.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.3/Deans_Academy_2008.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.3/Deans_Academy_2008.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.3/Deans_Academy_2009.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.3/Deans_Academy_2009.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.3/Deans_Academy_2009.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.3/Deans_Academy_2010.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.3/Deans_Academy_2010.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.3/Deans_Academy_2010.pdfhttp://evcwebs.sjeccd.edu/ppt/Dean.pptxhttp://www.sjeccd.edu/news/newsrelease/Pages/052511.aspxhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.3/VPAS_Announcement.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.3/VPAS_Announcement.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.3/VPAS_Announcement.pdf

The team recommends that the college, in collaboration with the district, develop a written and clearly understood resource allocation model through a collaborative process with dialogue between the district and the college constituencies using Board priorities and college plans to develop the budget. (Standards II.C.1, III.D.1, III.D.1.a, III.D.1.b, III.D.1.d)

The college and district have worked collaboratively to develop a transparent and participatory resource allocation model. In December 2010, the District Budget Committee (DBC) initiated the development of a new transparent and clearly understood budget allocation system. In spring 2011, the DBC and the District’s Council (DC) began its focused dialogue relative to the establishment of a clearly written district-level resource allocation model to the two colleges. (R.04.4.1) The DBC held a special meeting on Saturday, May 10, 2011 that included the discussion of a district-wide resource allocation model (R.04.4.2) At the DBC Budget Allocation July 14, 2011 meeting, the District-Wide Budget Allocation Model Principles were reviewed; these principles include Board priorities and responsibilities:

Student Focused: The success of students is primary with emphasis given to programs and services to support all students and to close achievement gaps.

Fiscal Stability & Solvency: The Board of Trustees understands, accepts, and acts on their responsibility to approve and monitor the annual budget while vesting the authority to the Chancellor (or delegate) to implement the budget. The budget model must ensure funding of the Board-defined reserve as a priority and requires the Board to take actions as necessary that supports the short and long-term fiscal solvency of the district.” (R.04.4.3)

These principles will be used as a baseline in the creation of District-Wide Resource Allocation Model. Once the principles and model have been completed, they will move through the shared governance process for approval before final approval and adoption by the Board in January 2012 to support the development of the 2012-13 Budget.

EVC Resource Allocation Model

In spring 2011, Evergreen Valley College re-instituted an effective resource allocation system within the framework of its shared governance structure. (R.04.4.4) This resource allocation system, which was first used in 2006-2007, joins together the college’s strategic planning process and resource allocation decision-making. In 2006-2007, when this process was originally launched, the college enjoyed a fisca surplus and the process was used to determine how these funds should be spent. It was a highly transparent system that enjoyed wide popular support from those participating. In the years since, as tougher economic times led to leaner budgets, the process was put on hold. In retrospect, the decision to suspend this process was not ideal, because determining institutional funding priorities is just as important in challenging times as in good times. Going forward, as of April 2011, the college’s shared

2004 Recommendation 4| Resource Allocation Model 15


2011

governance committees have committed to utilizing the existing Budget and Planning Process both when there is money to spend and when reductions must be made. It is now a permanent part of the shared governance framework.

EVC’s resource allocation process is connected directly to the college’s strategic planning and program review processes. (R.04.4.5) Each year, in service of the college’s Mission Statement which is also regularly reviewed, members of the college community meet in strategic planning sessions to revisit and refresh the college’s Strategic Initiatives and Commitments to Action (CTAs). Prior to engaging in this goal-setting, attendees review conclusions and recommendations from the college’s most recent Educational and Facilities Master Plan, Technology Plan, and current initiatives such as Achieving the Dream.

Once the college-wide goals are set, each department and unit of the college is asked to develop its own CTAs to illustrate how its work will contribute to fulfilling the college’s mission and goals. Progress is reviewed each year as college-wide and unit-level CTAs are again reviewed and revised.

The Institutional Effectiveness Committee (IEC), a shared governance body with representatives from all campus constituency groups, oversees the Strategic Planning and Program Review processes. The college’s Program Review criteria requires each program or department to set forth its individual CTAs and Student Learning Outcomes (SLOs) as well as explain how these commitments help the college fulfil its mission and goals. Program Reviews are evaluated by the IEC using a set of criteria and IEC provides feedback to the various programs to help them in finalizing their Program Review reports. (R.04.4.6) Once the reports are reviewed and finalized, IEC forwards them to College Council for consideration before they proceed to the President and governing Board. When IEC applies its criteria to the Program Reviews, the result is a summary of the rubric’s results as applied to each program. These summaries, as well as the Program Reviews themselves and data from any other relevant assessments, then go to the college Budget Committee (CBC), the shared governance entity which oversees the resource allocation process.

Based on program review summaries and the other source material, CBC begins the Budget and Planning Process at the beginning of each academic year in September. For each program, current budgets and future needs are examined. A transparent, participatory system of open, public hearings is offered to give programs the opportunity to explain the importance of their future needs for more faculty and staff, facilities, equipment, and/or supplies. Each of these requests must be tied explicitly to one of the college-wide Strategic Initiatives and justified in that context, showing how the program’s future plans help the college fulfill its broader goals.

Following the public hearings and its review of the documents and budget projections, CBC members rate the programs’ applications using a set of criteria, producing a prioritized set of future needs for the college. This becomes the basis of any budget allocation decisions by the administration—giving the shared governance committees a full partnership in the college’s decision-making. In tougher times, when budget cuts are needed, this review of priorities is equally important, as it becomes the basis for discussions over which functions must be spared and which can be trimmed. As special needs arise, such

16 2004 Recommendation 4 | EVC Resource Allocation Model


as a reconsideration of faculty reassigned time or a mandate to cut a certain number of course sections in order to balance the budget, CBC is able to engage in a transparent process to discuss these issues with the administration, informed by the college’s goals and the priorities developed through this resource allocation process.

In addition to the full utilization of the existing integrated planning and budget allocation model, the College Budget Committee in conjunction with the Institutional Effectiveness Committee (IEC) began its work in spring 2011 to establish a clearly written procedure of the college-wide resource allocation process. The IEC is in the process of developing an “annual status report” that will align with the Program Review criteria, SLO and assessment cycle, as well as the Accreditation Standards. Completion of this document is expected in fall 2011 where it will further strengthen the integrated planning and budget allocation model.

Evidence

2004 Recommendation 4| Resource Allocation Model 17

R.04.4.1

District Council and District Budget Committee Minutes

http://www.sjeccd.edu/facultystaff/BudgetCom/Pages/Budg etAgendasMinutes.aspx

http://www.sjeccd.edu/facultystaff/Pages/CouncilComm.asp x

R.04.4.2

District-Wide Budget Allocation Model Principles

www.sjeccd.edu/business/AdminServices/Documents/Final% 20Principles%2007-14-11.pdf

R.04.4.3

District Budget Committee Meeting – May 10, 2011

http://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.4/Bud get_Allocation_Meeting_Minutes_05_10_11.pdf

R.04.4.4

EVC College Budget and Planning Process flowchart

evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.14/EVC_Coll ege_Budget_and_Planning_Process_flowchart.pdf

R.04.4.5

Integrated Planning flowchart

evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Integrated

Planning pdf R.04.4.6

2011-12 Program Review Feedback Form

http://evcwebs.sjeccd.edu/IEC/index.htm

R.04.4.7

IEC and College Budget Committee Minutes

evcwebs.sjeccd.edu/committees


2011

http://www.sjeccd.edu/facultystaff/BudgetCom/Pages/BudgetAgendasMinutes.aspxhttp://www.sjeccd.edu/facultystaff/BudgetCom/Pages/BudgetAgendasMinutes.aspxhttp://www.sjeccd.edu/facultystaff/BudgetCom/Pages/BudgetAgendasMinutes.aspxhttp://www.sjeccd.edu/facultystaff/Pages/CouncilComm.aspxhttp://www.sjeccd.edu/facultystaff/Pages/CouncilComm.aspxhttp://www.sjeccd.edu/facultystaff/Pages/CouncilComm.aspxhttp://www.sjeccd.edu/business/AdminServices/Documents/Final%20Principles%2007-14-11.pdfhttp://www.sjeccd.edu/business/AdminServices/Documents/Final%20Principles%2007-14-11.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.4/Budget_Allocation_Meeting_Minutes_05_10_11.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.4/Budget_Allocation_Meeting_Minutes_05_10_11.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.4/Budget_Allocation_Meeting_Minutes_05_10_11.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.14/EVC_College_Budget_and_Planning_Process_flowchart.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.14/EVC_College_Budget_and_Planning_Process_flowchart.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.14/EVC_College_Budget_and_Planning_Process_flowchart.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Integrated_Planning.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Integrated_Planning.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Integrated_Planning.pdfhttp://evcwebs.sjeccd.edu/IEC/index.htmhttp://evcwebs.sjeccd.edu/committees

The team recommends that the college complete the process of identifying learning outcomes for courses, instructional and student support programs; developing appropriate direct measures of student learning; compile, disseminate, and reflect on those measured outcomes, and take appropriate action based on those outcomes to improve student learning and associated college practices that support student learning. (Standards II.A.3, II.A.5, II.A.6, II.B.3, II.BA, II.C.2)

Evergreen Valley College has accelerated its efforts to complete the identification of Student Learning Outcomes (SLOs) and launch sustainable assessment plans as a tool for improving effectiveness at al levels of the institution. By fall 2012, the college expects to have met or exceeded the “Proficiency” leve in ACCJC's SLO Rubric for all courses, programs, and degrees. The process of embracing SLOs and assessment has been a transformative one for the college community. Since the Accreditation Site Visit in October 2011, the SLO Subcommittee has pursued a three-part approach to encouraging and sustaining this transformative change.

First, the SLO Subcommittee continues to pursue its “inside out” strategy of working directly with programs and departments to help them develop degree and certificate level SLOs. During this time, the All College Curriculum Committee has continued to oversee the process of updating all courses to include SLOs as well. Following its inception in fall 2009, the SLO Subcommittee used the ACCJC SLO Rubric as the basis for mapping out an implementation plan for all units of the college, including genera education (GE), Career Technical Education (CTE), Administrative Services, Library Services, and Student Services programs. Members of the SLO Subcommittee, who hail from each of these areas, have worked as liaisons with faculty, staff, and administrators in particular programs to help them develop program- level SLOs and assessment plans. (R.04.5.1) In addition, the college's Program Review criteria require programs to list SLOs and active assessment methods, which has provided an additional impetus for programs to develop these. (R.04.5.2)

Second, to broaden the college's engagement in SLO articulation and assessment, the SLO Subcommittee held a half-day workshop at a mandatory Professional Development Day (PDD). The workshop began with Assessment training by Dr. Ken Gonzalez of the University of San Diego, who serves as the college's Data Coach for its Achieving the Dream initiative. (R.04.5.3) Following this overview, participants broke out into division/department-level groups in both the Instructional and Student Services areas. Under the facilitation of the SLO Subcommittee, participants on the Instructiona side were given a course outline from a course in their Division that included a list of the course's SLOs. Each participant was asked to choose one of the listed SLOs and to develop a plan for assessing it. Members of the divisions then discussed the best assessment methods for the entire course SLOs and how to utilize the assessment results in improving the course. Before leaving, attendees were asked to set an immediate goal of creating an assessment plan for SLOs in one of their courses. Meanwhile, participants from Student Services programs were broken out by departments and given a similar exercise and opportunity to discuss the most effective means of SLO assessment in their offices.

18 2004 Recommendation 5 |Student Learning Outcomes


Third, Evergreen Valley College has prepared for more SLO assessment by fully embracing the use of research data to assist in evaluation and planning. With the recent addition of a dedicated research director at the district's Office of Research & Institutional Effectiveness, and the availability of tools such as the SJECCD Data Portal and the CAL-PASS system, members of the college community finally enjoy access to high quality, user-friendly sources of information. The college's recent participation in the nationwide Achieving the Dream (ATD) initiative provided a wake-up call to many administrators, faculty, and staff members at the college who realized for the first time that targeted streams of data could help each program track student success. This realization has led to a greater demand for data from programs all over campus, which use it for completing Program Reviews and annual updates, preparing grant applications, and assessing the effectiveness of instruction and services in many areas of the college. This resurgent interest in research data coincides with the need to monitor SLO Assessments at the course, degree, and program level, a synergy which bodes well for the college's bid to reach SLO Rubric “Proficiency” by Fall 2012.

Evidence

2004 Recommendation 5| Evidence 19

R.04.5.1 EVC SLO Plans and tImelines http://evcwebs.sjeccd.edu/about/slo.htm

R.04.5.2 EVC Program Reviews http://evcwebs.sjeccd.edu/IEC/index.htm

R.04.5.3

April 8, 2011 PDD SLO Workshop

evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.5/PDD_SP11_SLO

Workshop pdf


2011

http://evcwebs.sjeccd.edu/about/slo.htmhttp://evcwebs.sjeccd.edu/IEC/index.htmhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.5/PDD_SP11_SLO_Workshop.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.5/PDD_SP11_SLO_Workshop.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.5/PDD_SP11_SLO_Workshop.pdf

Integrate the college Technology Master Plan into a comprehensive strategic plan for the entire college. Combine the objectives of the technology plans of the two colleges into a District Technology Master Plan. (Standard III.C.1.a, III.C.1.c, III.C.1.d, III.C.2)

The college continued to refine the role of the Campus Technology Committee (CTC) where better coordination and connection between the college’s CTC issues/focus and district’s Information Technology Support Services (ITSS) are made. The CTC will continue to address critical issues such as the expansion of distance education as indicated in the Educational and Facilities Master Plan conducted in spring 2010. (R.04.12.1) The draft of the EVC Technology Plan was in the revision process in spring 2010; however, the college decided to wait to finalize the document since the Educational and Facilities Master Plan was underway. With the completion of the Educational and Facilities Master Plan in 2010- 2011, the CTC revisited its priority by making five specific recommendations as part of the college’s Technology plan:

1. Expand online and hybrid offerings and ensure student readiness for all online/hybrid courses. Low cost of ownership is an important goal. Ensure faculty, and staff have the necessary support services and equipment to effectively offer courses and services via alternate delivery systems.

Encourage student success by providing early support and services via mandatory faculty participation in online census and increased usage of electronic early alert. Make additional counseling and tutoring available in alternate delivery systems, along with analysis of retention and completion data.

Increase on and off campus community engagement by developing and implementing a comprehensive college communication plan that includes available technologies—e.g. RSS new feed, EVC Facebook , Ning or other social networking account, free web posting on sites such as radio stations, and an improved website that “Pops.”

Develop and implement a professional development plan for faculty and classified. Include online workshops on topics such as online course development, best practices, and CMS (Moodle) and professional development/upward mobility training. Include a regular review process that addresses assessment and revision of the professional development plan based on strategic planning and resource allocation processes.

Review, strengthen and implement a comprehensive Emergency Preparedness Plan that includes a regular review and assessment cycle per state regulation. Include available technologies to respond to different levels of emergency and communication needs, such as automated text messages to students. Integrate with the college communication plan,

2.

3.

4.

5.

strategic planning and budget allocation process. (R.04.12.2)

These recommendations are drawn by the Educational Master Plan, Achieving the Dream Student

20 2004 Recommendation 12 |Technology Master Plan


Success Initiative and the EVC Strategic plan that was finalized in April 2011 during the college-wide Professional Development Day. The EVC Technology Plan lays out a future vision for distance education along with needed facilities and technological upgrades. The college’s technology plan is scheduled to go to the College Council in early October 2011 for final approval. The college is waiting for the District’s Technology Plan development as the Vice Chancellor of Administrative Services leads to construct such a plan with collaboration of both colleges, the district’s Information Technology Support Services (ITSS) and CTSS Supervisor.

The district Technology Leadership Group (TLG) serves as common ground for the two colleges to identify priorities through various projects such as implementation of Early Alert, the Higher One payment plan, and improvement of MyWeb and Datatel functionality. The college recommended this group to be reconfigured as the district’s Technology Committee. (04.12.3)

The overall organizational structure of the ITSS and the colleges’ Campus Technology Support Services (CTSS) was reorganized in fall 2010 to move toward a centralization model due to the severe budget crisis and to increase organizational efficiency. The new district CTSS Supervisor is a member of EVC’s CTC and also participated in the development of the EVC Technology Plan. The CTSS Supervisor will hold a critical role when the district’s Technology Plan is ready to be constructed by bringing forward EVC’s Tech Plan priorities and recommendations to be incorporated into a SJECCD Technology Plan.

Evidence


R.04.12.1 Educational and Facilities Master Plan evcwebs.sjeccd.edu/accreditation/master_plan.htm

R.04.12.2

EVC Technology Plan 2011

evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.12/EVC_Tec h_Plan_2011.pdf

R.04.12.3

District Technology Leadership Group Minutes

evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.12/TLG_min utes.pdf

R.04.12.5

SJECCD Reporting Portal

http://dorpapps.sjeccd.org/portal/page/portal/SJECCD%20Re ports%20Server


2011

http://evcwebs.sjeccd.edu/accreditation/master_plan.htmhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.12/EVC_Tech_Plan_2011.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.12/EVC_Tech_Plan_2011.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.12/EVC_Tech_Plan_2011.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.12/TLG_minutes.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.12/TLG_minutes.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.12/TLG_minutes.pdfhttp://dorpapps.sjeccd.org/portal/page/portal/SJECCD%20Reports%20Serverhttp://dorpapps.sjeccd.org/portal/page/portal/SJECCD%20Reports%20Serverhttp://dorpapps.sjeccd.org/portal/page/portal/SJECCD%20Reports%20Server

Integrate the priorities of technology planning into the budget development process to assure that the results of technology assessment and planning effectively improve the use of technology at the college. (Standard III.C.1.b)

In fall 2008, the district implemented a five year technology standardization and replacement plan to address issues related to obsolete server and desktop systems and create standardized levels for technology equipment throughout the district. (R.04.13.1) In addition, technology planning is integrated into all new facility planning and renovations, e.g. the smart classrooms in the Cedro and Physica Education buildings were informed by the Educational and Facilities Master Plan and standardized by CTSS to leverage costs and maintenance of equipment. (R.04.13.2)

In spring 2010, the district and college moved its course management system to Moodle—an open source application—where faculty and staff have been actively utilizing the system for not only instructional purposes but also for institutional projects such as this Accreditation Self Study. Ongoing training for faculty and staff on Moodle are held and the community is encouraged to utilize such tools to increase efficiency. (R.04.13.3)

In fall 2010, the district moved to a centralization model to increase efficiency and cut costs during the severe budget crisis. The new Supervisor of Campus Technology Support Services (CTSS), along with the college Technology Committee (CTC), began to revise the EVC Technology Plan. The decision was made to hold the completion of the tech plan until the completion of the Educational Master Plan and the college’s current strategic planning process in spring 2011; thus recommendations and priorities from each of these could be incorporated into the Technology Plan to ensure its recommendations are in alignment with college priorities.

In spring 2011, the CTC completed revisions to the EVC Technology Plan 2011. (R.04.14.4) This plan not only takes into account the priorities of the college, but also looks forward to expansion of distance education and the use of emerging technologies over the next several years. Moreover, the plan uses this information to assist in the assessment of the effectiveness of currently used technologies along with total cost of ownership when planning for future needs. The plan along with its Key Recommendations will be taken forward to College Council for approval in fall 2011. In addition, these recommendations will be considered in facilities master planning and resource allocation processes and are addressed in program review and annual reports. (R.04.13.5) The CTC will use the information gleaned to create its agenda in assisting the college to meet the recommendations of the plan.

Once approved, the EVC Technology Plan 2011 will be incorporated into a comprehensive SJECCD Technology Plan which will integrate the Technology Plans and Educational and Facilities Master Plans of EVC and SJCC, and 2010 Measure G priorities. Specific budget allocation per the project should be included in the plan.

22 2004 Recommendation 13 |Technology and Budgeting


Evidence


R.04.13.1

EVC Technology Replacement Plan

evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.13/EVCDeskto pReplacementGuideline&Plan.pdf

R.04.13.2

Smart Classrooms Upgrades

evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.13/Smart_Clas sroom_Upgrades.pdf

R.04.13.3 EVC Moodle https://moodle.sjeccd.edu/moodle/login/index.php

R.04.13.4

EVC Technology Plan

evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.12/EVC_Tech_ Plan_2011.pdf

R.04.13.5

EVC Integrated Planning and Program Review

evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Integrated_P lanning pdf


2011

http://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.13/EVCDesktopReplacementGuideline%26Plan.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.13/EVCDesktopReplacementGuideline%26Plan.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.13/EVCDesktopReplacementGuideline%26Plan.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.13/Smart_Classroom_Upgrades.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.13/Smart_Classroom_Upgrades.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.13/Smart_Classroom_Upgrades.pdfhttps://moodle.sjeccd.edu/moodle/login/index.phphttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R04.12/EVC_Tech_Plan_2011.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R04.12/EVC_Tech_Plan_2011.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R04.12/EVC_Tech_Plan_2011.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Integrated_Planning.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Integrated_Planning.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Integrated_Planning.pdf

Resource allocation should be a collaborative process with dialogue between the district and the college constituencies using Board priorities and college plans to develop the budget. This process should result in written procedures for the initial allocations for the district office, San José City College and Evergreen Valley College and the on-campus allocations. (Standard III.D.1, III.D.1.a, III.D.1.b, III.D.1.d)

This district budget is developed on the basis of the Board priorities, goals and performance objectives of the Chancellor, and plans and needs of the colleges. The district-wide integrated budget planning process was clearly established in June 2007 which is shown in a written document, Planning and Budgeting: A New Process. (R.04.14.1, 2) The process not only delineated the roles of the district and the colleges relative to budget planning and allocation but also identified critical district-wide shared governance committees and their roles relative to this process. Recognizing the need to fully embrace shared governance, the District Budget Committee in early 2011 began to review other districts’ and colleges’ models to obtain information on best practices and consider revising the existing planning and budgeting process. (R.04.14.3) The Vice Chancellor for administrative services also expended efforts to share timely information with the district and college communities about budget status and projections Attendees at various budget presentations, forums, and updates generally remarked that the reports and information shared was more candid, thorough, and detailed than in the past. (R.04.14.4)

In spring 2011, as is more fully discussed in the response to 2004 ACCJC Recommendation 4 (above), Evergreen Valley College resurrected its popular Budget and Planning Process that was last used in 2005-2006. (R.04.14.5) This process joins together the college’s Strategic Planning, Program Review, and Budget Allocation into one integrated and seamless process, as described in the response to Recommendation 4. While this process was very popular when it was originally developed and it was used to help make budget allocation decisions during a time of surpluses, it later fell into disuse as budgets became leaner. The College Budget Committee and Institutional Effectiveness Committee now realize that suspending this process was a mistake. In recent years, it has become clear that such a process is just as critically important in tougher times, when any savings or cuts need to be clearly informed by college priorities. Both of these Shared Governance committees have taken action in spring 2011 to unify and connect the relevant planning processes and instruments. (R.04.14.6) Going forward, the college is committed to utilizing its integrated planning and allocation process both in times of fisca surplus and fiscal need.

In addition to the full utilization of the existing integrated planning and budget allocation model, the College Budget Committee in conjunction with the Institutional Effectiveness Committee (IEC) began its work in spring 2011 to establish a clearly written procedure of the college-wide resource allocation process. (R.04.14.7) The IEC is in the process of developing an “annual status report” that will align with Program Review criteria, SLO and assessment cycle, as well as the Accreditation Standards. (R.04.14.8) Completion of this document is expected in fall 2011 where it will further strengthen our integrated planning and budget allocation model.

24 2004 Recommendation 14 | Collaborative Budget Process


The District Budget Committee (DBC) is in the process of developing a District-Wide Resource Allocation Model. At the DBC Budget Allocation July 14, 2011 meeting, the District-Wide Budget Allocation Model Principles were reviewed; these principles include Board priorities and responsibilities:

Student Focused: The success of students is primary with emphasis given to programs and services to support all students and to close achievement gaps.

Fiscal Stability & Solvency: The Board of Trustees understands, accepts, and acts on their responsibility to approve and monitor the annual budget while vesting the authority to the Chancellor (or delegate) to implement the budget. The budget model must ensure funding of the Board-defined reserve as a priority and requires the Board to take actions as necessary that supports the short and long-term fiscal solvency of the district.”

(R.04.14.9) These principles will be used as a baseline in the creation of District-Wide Resource Allocation Model. Once the principles and model have been completed, they will move through the shared governance process for approval before final approval and adoption by the Board in January 2012 to support the development of the 2012-13 Budget.

Evidence

2004 Recommendation 14| Collaborative Budget Process 25

R.04.14.1

Planning and Budgeting: A New Process

http://www.sjeccd.edu/facultystaff/Documents/FinalPlannin gBudgetingPaperJune2007.pdf

R.04.14.2

Principles for Budget Development— December 18,2008

http://www.sjeccd.edu/facultystaff/Documents/Budget%20P rinciples%20FINAL%20-%2012-19-08.pdf

R.04.14.3

District Budget Committee Agenda— December 16, 2010

http://www.sjeccd.edu/facultystaff/Documents/District%20B udget%20Committee%20Agenda%2012-16-10.pdf

R.04.14.4

Budget Presentations and forums

http://www.sjeccd.edu/facultystaff/BudgetCom/Pages/Budg etDocuments.aspx

R.04.14.5

EVC Budget and Planning Process flowchart

evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.14/EVC_Coll ege_Budget_and_Planning_Process_Flowchart.pdf

R.04.14.6

EVC Integrated Planning flowchart

evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Integrated

Planning pdf R.04.14.7

IEC and College Budget Committee Minutes

evcwebs.sjeccd.edu/committees

R.04.14.8 2011-12 Program Review Criteria http://evcwebs.sjeccd.edu/IEC/PR-Criteria.pdf

R.04.14.9

District-Wide Budget Allocation Model Principles

www.sjeccd.edu/business/AdminServices/Documents/Final% 20Principles%2007-14-11.pdf


2011

http://www.sjeccd.edu/facultystaff/Documents/FinalPlanningBudgetingPaperJune2007.pdfhttp://www.sjeccd.edu/facultystaff/Documents/FinalPlanningBudgetingPaperJune2007.pdfhttp://www.sjeccd.edu/facultystaff/Documents/FinalPlanningBudgetingPaperJune2007.pdfhttp://www.sjeccd.edu/facultystaff/Documents/Budget%20Principles%20FINAL%20-%2012-19-08.pdfhttp://www.sjeccd.edu/facultystaff/Documents/Budget%20Principles%20FINAL%20-%2012-19-08.pdfhttp://www.sjeccd.edu/facultystaff/Documents/District%20Budget%20Committee%20Agenda%2012-16-10.pdfhttp://www.sjeccd.edu/facultystaff/Documents/District%20Budget%20Committee%20Agenda%2012-16-10.pdfhttp://www.sjeccd.edu/facultystaff/BudgetCom/Pages/BudgetDocuments.aspxhttp://www.sjeccd.edu/facultystaff/BudgetCom/Pages/BudgetDocuments.aspxhttp://www.sjeccd.edu/facultystaff/BudgetCom/Pages/BudgetDocuments.aspxhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.14/EVC_College_Budget_and_Planning_Process_Flowchart.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.14/EVC_College_Budget_and_Planning_Process_Flowchart.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.14/EVC_College_Budget_and_Planning_Process_Flowchart.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Integrated_Planning.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Integrated_Planning.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Integrated_Planning.pdfhttp://evcwebs.sjeccd.edu/committeeshttp://evcwebs.sjeccd.edu/IEC/PR-Criteria.pdfhttp://www.sjeccd.edu/business/AdminServices/Documents/Final%20Principles%2007-14-11.pdfhttp://www.sjeccd.edu/business/AdminServices/Documents/Final%20Principles%2007-14-11.pdf

The college and the district should act expeditiously and with due diligence to respond to recommendations made by the Commission. (Standard IV.A.4)

The college has taken seriously the recommendations made by the Commission since the last Self Study in 2004 and made tremendous improvements on all levels which are reflected in the two Progress Reports (2005, 2006) and a Midterm Report (2007) submitted to the Commission. After the October 2010 Self Study and the Team visit, the college has also taken recommendations made by the Commission and the Visiting Team seriously and continues to make steady progress. (R.04.15.1)

As this Follow-Up Report indicates, the college has addressed every single item in the “Future Plans” sections of each of the 20 recommendations identified in the EVC 2007 Midterm Report. (R.04.15.2) Many have been completely addressed or completed and some are in progress to reach our goals. The college continues to stay on course in the implementation of SLOs and its assessment for all parts of the college by using the spring 2011 (April 8) Professional Development Day engaging the entire college to work on the implementation process to meet the 2012 deadline; (R.04.15.3) fine-tuned the program review process as part of the Institutional Effectiveness Committee integrating its criteria with the budget and resource allocation process in spring 2011; (R.04.15.4) successfully completed the revision of the Institutional Strategic Initiatives as part of the strategic planning process in fall 2010 and spring 2011; (R.04.15.5) completing the final draft of the EVC Technology Plan in fall 2011; (R.04.15.6) completed the Facilities Master Plan in fall 2010 followed by the campus-wide prioritization and planning in conjunction with the Measure G 2010 bond resource use priority; (R.04.15.7) the revised college facility modernization process was completed in spring 2011. All of these projects in progress have clearly delineated plans and timelines associated, and they are reflective of the college’s positive and collective work by shared governance.

In order for the college to successfully address recommendations made by the commission and by the visiting team, the co-chairs of the Accreditation Self Study made a presentation at the Professiona Development Day of the spring 2011 semester when everyone returned to the campus.(R.04.15.8) The presentation included an overall update on the Accreditation status; recommendations made by the commission and the visiting team, as well as a clearly laid out recommended execution/action plan and timeline. In addition, the existing Accreditation Steering Committee continued to meet in early spring 2011 to fully understand how each recommendation should be implemented into the college’s infrastructure. The shared governance committees were visited by the co-chairs on multiple occasions to update them and encourage their participation in the accreditation process.

In mid-March, the Chancellor coordinated a district-wide task force to work on the district’s recommendation made by the commission. (R.04.15.9) Each of the seven categories is led by the representation of the district’s Executive Team and include representatives from each college. Each recommendation response will be incorporated into the college’s report. Many of the recommendations made by the commission and by the visiting team both from the 2004 and 2010

26 2004 Recommendation 15 | Due Diligence


reports regard to the Board of Trustee’s function, responsibilities, and self-evaluation. To address these specific and recurring issues relative to the Board of Trustees, the Chancellor invited Dr. Barbara Beno, President of the Accreditation Commission of Community and Junior Colleges (ACCJC) and Mr. William McGuiness, one of the Visiting Team members for Evergreen Valley College who is a current Board member at Butte College to speak directly to the SJECCD Board of Trustees in June 2011.

The college will continue diligently and expeditiously to make progress based on a clearly laid out plan and timeline for all the recommendations made by the commission.

Evidence


R.04.15.1

EVC Post Accreditation Action Plan

evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.15/Post_A ccreditation Action Plan pdf

R.04.15.2

EVC 2007 Midterm Report

http://evcwebs.sjeccd.edu/accreditation/2007/Midterm_Report. pdf

R.04.15.3

April 8, 2011 PDD SLO Workshop

evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.5/PDD_SP 11 SLO Workshop pdf

R.04.15.4

Integrated Planning Flowchart

evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Integrat ed_Planning.pdf

R.04.15.5

April 8, 2011 PDD Strategic Planning

evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.15/EVC_St rategic_Initiatives_05_16_11.pdf

R.04.15.6

EVC Technology Plan 2011

evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.12/EVC_T ech Plan 2011 pdf

R.04.15.7

EVC Facilities Master Plan 2010

http://evcwebs.sjeccd.edu/accreditation/self_study/facilities_m aster_plan.pdf

R.04.15.8

April 8, 2011 PDD Accreditation Update

evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.15/Accred itation_Update_04_08_11_PDD.pdf

R.04.15.9

Accreditation Shared Task Force Assignments

evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Shared_ Recommendations_Task_Force_Charge_and_Timelines_3 23 11 df


2011

http://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.15/Post_Accreditation_Action_Plan.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.15/Post_Accreditation_Action_Plan.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.15/Post_Accreditation_Action_Plan.pdfhttp://evcwebs.sjeccd.edu/accreditation/2007/Midterm_Report.pdfhttp://evcwebs.sjeccd.edu/accreditation/2007/Midterm_Report.pdfhttp://evcwebs.sjeccd.edu/accreditation/2007/Midterm_Report.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.5/PDD_SP11_SLO_Workshop.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.5/PDD_SP11_SLO_Workshop.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.5/PDD_SP11_SLO_Workshop.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Integrated_Planning.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Integrated_Planning.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Integrated_Planning.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.15/EVC_Strategic_Initiatives_05_16_11.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.15/EVC_Strategic_Initiatives_05_16_11.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.15/EVC_Strategic_Initiatives_05_16_11.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.12/EVC_Tech_Plan_2011.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.12/EVC_Tech_Plan_2011.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.12/EVC_Tech_Plan_2011.pdfhttp://evcwebs.sjeccd.edu/accreditation/self_study/facilities_master_plan.pdfhttp://evcwebs.sjeccd.edu/accreditation/self_study/facilities_master_plan.pdfhttp://evcwebs.sjeccd.edu/accreditation/self_study/facilities_master_plan.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.15/Accreditation_Update_04_08_11_PDD.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.15/Accreditation_Update_04_08_11_PDD.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.15/Accreditation_Update_04_08_11_PDD.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Shared_Recommendations_Task_Force_Charge_and_Timelines_3%2023%2011.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Shared_Recommendations_Task_Force_Charge_and_Timelines_3%2023%2011.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Shared_Recommendations_Task_Force_Charge_and_Timelines_3%2023%2011.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/Shared_Recommendations_Task_Force_Charge_and_Timelines_3%2023%2011.pdf

The team recommends that the Board of Trustees adhere to its policy of conducting regular self- evaluation and uses the results of self-evaluation to improve Board functioning. (Standard IV.B.1.g)

On January 25, 2011, in accordance with BP 2745, the Board of Trustees initiated their annual evaluation process by establishing a Board Self Evaluation Committee and appointing Trustees Cruz, Lease and Okamura to serve on that committee. (R.04.20.1) The committee was asked to work with the Chancellor to develop a process and criteria for the evaluation of the Board. On March 8, the committee reported on its work to the full Board and presented information on the proposed focus of the Board self-evaluation; namely, (1) Board Operations and Effectiveness, and (2) Shared Accreditation Findings. A survey methodology was recommended for the proposed work; and, in addition, the committee proposed strengthening the process by including a representative sample of district-wide interna constituents as well as members of the external community. It is important to note, that BP 2745 does not require others outside the Board to participate in the process, thus making this last recommendation unprecedented in nature. The full Board expressed consensus with the proposed methodology and established May 10 as a deadline for a report on the findings. (R.04.20.2)

On May 10, 2011, the committee reviewed a presentation of the findings and recommended the use of those findings to form the basis of a future work plan targeting Board development needs. (R.04.20.3) At the core of this effort, the Board established as a goal to clearly understand the role and functions of a community college governing Board, to acknowledge and address the specific concerns raised by the Accreditation Commission of Community and Junior Colleges—specifically the “Six Shared Recommendations” focusing on governance, and finally to establish a tool to measure and quantify progress.

The Board reviewed the survey findings on May 24, 2011. (R.04.20.3) It agreed on the use of a Self- Evaluation Matrix that summarizes survey findings and was designed to establish a work plan to:

Target areas of strength and weakness Identify at a glance areas where the Board concurs with the evaluation of internal district constituents

Identify at a glance areas of divergence/ disagreement between the Boards assessment of its performance and the assessment of internal constituents

Develop specific actions along two fronts:

o Proposed procedural changes necessary to address areas of concern

o Proposed Board development activities (i.e. study sessions) to gain insight into model/best governance practices

Review progress every six months

28 2004 Recommendation 20 | Board Self-Evaluation


Commit to the ongoing use of the process and methodology for Board Self-Evaluation initiated during the 2010/2011 academic year. Use the 2010/2011 Survey Findings as the “baseline” against which to measure future progress on an annual basis (R.04.20.4)

The Chancellor requested Dr. Barbara Beno, President of the Accreditation Commission for Community and Junior Colleges (ACCJC) join the Board of Trustees on June 28, 2011 to directly communicate the importance that the Board of Trustees adhere to its roles and responsibilities. (R.04.20.5)

On August 23, 2011, a Board Study Session was held for the development of the SJECCD Work Plan for Board Development. This session was designed to identify specific metrics that would enable the Board to measure progress toward specific objectives in direct response to the findings from the self- evaluation process. (R.04.20.6)

Evidence


R.04.20.1

SJECCD Board of Trustees Agenda – January 25, 2011

http://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/BOT

Self Evaluation 01 25 11 pdf R.04.20.2

SJECCD Board of Trustees Agenda – March 8, 2011

http://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.20/BO T_03_08_11_Self_Eval_Methodology.pdf

R.04.20.3

SJECCD Board of Trustees Self Evaluation Presentation

evcwebs.sjeccd.edu/accreditation/2011/exhibits/S.3/Board_Self_Ev al_Presentation.pdf

R.04.20.4

SJECCD Board of Trustees Work Plan – June 14, 2011

http://evcwebs.sjeccd.edu/accreditation/2011/exhibits/S.3/Board_o f_Trustees_Work_Plan_Matrix.pdf

R.04.20.5

SJECCD Board of Trustees Special Meeting- June 28, 2011

evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/06_28_11_ Special_Governing_Board_Meeting_Agenda.pdf

http://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/ACCJ C_BOT_Presentation_06_28_11.pdf

R.04.20.6

SJECCD Board of Trustees Study Session- August 23, 2011

http://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.20/BO T_Agenda_08_23_11.pdf


2011

http://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/BOT_Self_Evaluation_01_25_11.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/BOT_Self_Evaluation_01_25_11.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/BOT_Self_Evaluation_01_25_11.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.20/BOT_03_08_11_Self_Eval_Methodology.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.20/BOT_03_08_11_Self_Eval_Methodology.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.20/BOT_03_08_11_Self_Eval_Methodology.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/S.3/Board_Self_Eval_Presentation.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/S.3/Board_Self_Eval_Presentation.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/S.3/Board_Self_Eval_Presentation.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/S.3/Board_of_Trustees_Work_Plan_Matrix.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/S.3/Board_of_Trustees_Work_Plan_Matrix.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/S.3/Board_of_Trustees_Work_Plan_Matrix.pdfhttp://evcwebs.sjeccd.edu/accreditation/2011/exhibits/R.04.1/06_28_11_Special_Gove