City College of San Francisco - California Competes

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STANDARD III.D II. Standard Report III.D: Financial Resources Financial resources are sufficient to support student learning programs and services and to improve institutional effectiveness. The distribution of resources supports the development, maintenance, and enhancement of programs and services. The institution plans and manages its financial affairs with integrity and in a manner that ensures financial stability. The level of financial resources provides a reasonable expectation of both short-term and long-term financial solvency. Financial resources planning is integrated with institutional planning. III.D.1.a. Financial planning is integrated with and supports all institutional planning. The College’s unrestricted general fund has an annual operating budget of approximately $170 million. [Ref. 1] The true cost of serving the current number of students in a near-optimal manner would require a much larger budget. This situation is even more challenging due to the inadequate level of financial support the state provides for noncredit education. [Ref. 2] To make informed and intelligent decisions related to the distribution of relatively scarce resources, the College has implemented a comprehensive budget planning system that integrates financial planning with institutional planning. [Ref. 3] There is a strong connection between the priorities contained in the Strategic Plan 2003-2008 and the Annual Plan that the Planning and Budgeting Council recommends to the Board of Trustees each year. All significant expenditures for each major cost center are tied directly to one of the College’s planning objectives during the development of the annual budget. Specifically, the Annual Plan serves as an operational version of the College’s plans for a one-year period; it consists of a set of institutional objectives that are to be achieved by the College through the efforts of the College’s organizational units—departments, schools, and administrative operations. [Ref. 4] Thus, the unit plans are linked to the Annual Plan, just as the Annual Plan is linked to the College’s overall Strategic Plan. [Ref. 5] While this does not guarantee that all objectives are funded, it does help to ensure that resources are spent in ways that support planning objectives. The Planning and Budgeting Council (PBC), a Shared Governance committee, reviews this information at a set of open meetings conducted each spring. Requests to the PBC for funding must demonstrate a direct connection to the College’s Strategic Plan. This system ensures that all of the institution’s major constituency groups have a say in how available resources are used to achieve the goals and objectives in the College’s Strategic Plan. The role of the PBC has gained a great deal of acceptance across the College as a key part of a fair process for creating the annual budget and for ensuring that longer-term efforts that require additional funding are phased into the budget over a series of years. While these documented connections between planning and budget are shared with the Board of Trustees prior to their adoption of the final budget, an earlier more concise presentation of the information would be valuable. [Ref. 3] This approach has enabled the College to continue to make steady progress in its efforts to address the needs of its students. At different times, funding for increasing the Class Schedule, backfilling student services budgets in the face of state funding cuts, and improving basic skills education have all been accomplished using this approach. III.D.1.b. Institutional planning reflects realistic assessment of financial resource availability, development of financial resources, partnerships, and expenditure requirements. CITY COLLEGE OF SAN FRANCISCO 209
STANDARD III.D The College’s annual budget development process begins with an assessment of the expected resources for the new fiscal year. This assessment is done in collaboration with the Chancellor and the Vice Chancellor for Academic Affairs/Student Development and the College’s Vice Chancellor for Finance and Administration, Chief Financial Officer, and Director of Budget and Accounting. Information is gathered from a variety of sources including the State Chancellor’s Office, the College’s representative in Sacramento, legislative staff, and, for local revenues, the City Controller’s Office. This information is then incorporated into an overall resource projection and presented to the College’s PBC as a parameter for the budget for the new fiscal year. [Ref. 6] As detailed in the annual set of budget instructions, each cost center manager’s budget request is submitted to the respective Vice Chancellor for review. [Ref. 7] After the Vice Chancellor concurs that the cost center budgets are a realistic plan for continuing ongoing operations, the budgets are forwarded to the members of the PBC. The documents PBC members review directly connect budget requests with specific strategic goals and objectives. The PBC then ensures that available resources are squarely framed around the College’s efforts to support student learning outcomes and the overall needs of the local community. As a further check on this process, the Chief Financial Officer runs multiple iterations of the operating budget using Banner to certify that the College’s budget will be balanced. When the Board of Trustees votes on the final budget, it authorizes multiple levels of spending contingent on final state budget allocations. [Ref. 8] In September 2005, the Board of Trustees approved the Chancellor’s recommendation to establish a Division of Institutional Advancement led by a Vice Chancellor. This is a major step to bolster the College’s efforts to expand its resource base. The new division will integrate the College’s Office of Research, Planning and Grants with the Office of College Development as well as the CCSF Foundation guided by the College’s Advancement Plan. The College’s Advancement Plan maps out a strategy for helping to “fill-in the gaps” and provide funding for those items that go beyond basic operations. [Ref. 9] For example, priority areas for increased funding in the Advancement Plan include basic skills, workforce training, access to student services, and improved technology for classrooms. In addition, both the College’s Office of Research, Planning and Grants, as well as its Workforce Development Office, have been highly successful in attracting new sources of funding through the competitive grants process. The College currently receives more than $20 million per year in this area. Examples of this include $8,414,306 received from the National Science Foundation for various Biotechnology training programs (including Bio-Link, the National Advanced Technological Education Center for Biotechnology Education) and grants totaling $403,000 from the Koret Foundation for basic skills programs. [Ref. 1] Furthermore, the Chancellor has successfully forged new partnerships with groups such as the San Francisco Chamber of Commerce and San Francisco State University, thereby increasing the College’s ability to leverage resources in the grants arena. III.D.1.c. When making short-range financial plans, the institution considers its long-range financial priorities to assure financial stability. The institution clearly identifies and plans for payment of liabilities and future obligations. The College’s Strategic Plan contains eight strategic priorities, one of which is to “identify and promote strategies to ensure stable funding,” an essential part of the College’s fiscal planning process. [Ref. 5] This process begins with the review and adoption of the Annual Plan, which includes detailed operational and developmental objectives. These objectives are used by each major cost center and its respective departments to develop annual budget requests for submittal to the Vice Chancellors. Requests that are supported at the Vice Chancellor level are then placed presented in the Management Plan. [Ref. 6] 210 CITY COLLEGE OF SAN FRANCISCO
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City College of San Francisco 2006
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CHANCELLOR'S PREFACE: THE MAKING OF
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Certification of the Institutional
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ELIGIBILITY REQUIREMENTS Authority
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Financial Accountability Annual fin
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TABLE OF CONTENTS Chancellor's Pref
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HISTORY OF CITY COLLEGE As of 2005,
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INTRODUCTION | HISTORY The outcome
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ORGANIZATION OF THE INSTITUTION The
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Director Human Resources Clara Star
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Dean Admissions & Records (Credit)
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CITY & COLLEGE DATA I. San Francisc
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INTRODUCTION | CITY & COLLEGE DATA
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CCSF PRINCIPAL LOCATIONS MAP Identi
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Standard I Susan Lopez Dr. Bruce Sm
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PARTICIPANT LISTS Standard I Susan
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INTRODUCTION | PARTICIPANTS Standar
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INTRODUCTION | PARTICIPANTS Theme 3
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READERS’ GUIDE TO THE CCSF ACCRED
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ABSTRACT OF THE SELF STUDY Standard
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INTRODUCTION | ABSTRACT development
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INTRODUCTION | ABSTRACT Development
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INTRODUCTION | ABSTRACT Standard II
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INTRODUCTION | ABSTRACT Theme III:
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RESPONSE TO 2000 RECOMMENDATIONS
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2000 RESPONSE Over 70 percent agree
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2000 RESPONSE One of the services c
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2000 RESPONSE 2000 | Standard 3: In
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2000 RESPONSE 2000 | Standard 7: Fa
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2000 RESPONSE 2000 | Standard 10: G
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STANDARD I: Institutional Mission &
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STANDARD I II. Standards I.A & I.B
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STANDARD I objectives. In addition,
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STANDARD I Alemany Campuses offer e
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STANDARD I its effectiveness in mee
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STANDARD I IV. References Ref. 1 Re
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STANDARD II: Student Learning Progr
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STANDARD II.A I. Overview of the St
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STANDARD II.A program develops a se
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STANDARD II.A College Curriculum Co
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STANDARD II.A course content, and i
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STANDARD II.A The Intensive English
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STANDARD II.A Committee is the main
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STANDARD II.A some departments (e.g
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STANDARD II.A Most departments repo
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STANDARD II.A II.A.3.b. A capabilit
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STANDARD II.A Other institution-wid
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STANDARD II.A The Transfer Center p
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STANDARD II.A expounds the principl
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STANDARD II.A provide students with
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STANDARD II.A Ref. 26 Ref. 27 Ref.
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STANDARD II.B I. Overview of the St
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STANDARD II.B promotes departmental
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STANDARD II.B Many special programs
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STANDARD II.B Professional developm
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STANDARD II.B Students no longer ne
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STANDARD II.B III. Strengths & Area
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STANDARD II.B IV. References Ref. 1
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STANDARD II.C I. Overview of the St
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STANDARD II.C Resources building. C
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Page 167 and 168: REPORT TAB III.A III.A
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Page 201 and 202: STANDARD III.C the Banner database
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THEME II outcomes assessment in the
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THEME II City College of San Franci
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THEME II Over half of the colleges
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THEME II learning outcomes for all
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THEME II The English Department’s
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THEME II The responses to this inve
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THEME II While indirect measures ca
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THEME II “Another potential sourc
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THEME TAB III THEME III
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THEME III I. Overview College dialo
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THEME III Dialogs regarding student
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THEME III • DACUM (Designing A Cu
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THEME III needs of both. As a resul
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THEME III At the Mission Campus, in
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THEME III V. Resources Res. 1 Liste
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THEME IV: Evaluation, Planning, & I
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THEME IV requirements necessary to
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THEME IV The Steering Committee for
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THEME IV Many of the recommendation
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THEME IV appropriate, College funds
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THEME IV Collaboration has allowed
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THEME IV Continuous improvement. Th
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THEME IV Once the problem has been
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THEME TAB V THEME V
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THEME V I. Overview This essay illu
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THEME V The College supports progra
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THEME V Organizational support for
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THEME V Biotechnology Program. Biot
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THEME V Organizational support for
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THEME V Administrative support for
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THEME V The College is committed to
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THEME TAB VI THEME VI
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THEME VI I. Overview Demonstrating
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THEME VI registration), and second,
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THEME VI of California. The service
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THEME VI Evaluation of the Shared G
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THEME VI The College’s weekly new
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THEME VI The College has a clear co
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THEME VI The College Diversity Comm
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THEME VI V. Resources Res. 1 Instit
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MAJOR FINDINGS
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MAJOR FINDINGS Teaching & Learning
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MAJOR FINDINGS 12. Expand efforts t
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City College of San Francisco - California Competes

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