City College of San Francisco - California Competes

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STANDARD III.D 4. Informal construction contracts less than or equal to $15,000, which are informally bid and go to the Board of Trustees as “Information Only”; III.D.2.g. The institution regularly evaluates its financial management processes, and the results of the evaluation are used to improve financial management systems. 5. Formal construction contracts greater than $15,000, which are subject to public bid requirements and must be approved by the Board of Trustees before being awarded; 6. Construction-related professional services, such as architecture and engineering, which are awarded through a fair and competitive process and are approved by the Board of Trustees before being awarded; 7. Rental agreements for classroom space, which are approved by the Board of Trustees; 8. Vendor agreements that produce revenue for the College and the Associated Students and are subject to approval by the Board of Trustees; 9. Master Agreements with the Foundation and Bookstore Auxiliary approved by the Board of Trustees; and 10. Clinical Agreements for placement of students in clinical settings. The integrity of District contracts is maintained by adherence to regulatory codes including the Public Contract Code, the Education Code, the Business and Professions Code, the Labor Code, and the Government Code as they relate to specific types of contracts. The District’s ongoing control over contracts is administered by the Chief Administrative Services Officer. Contracts may be terminated by the College for convenience or cause. It should be noted that College policy requires any services contract in excess of $54,000, an annually indexed amount tied to inflation, to be awarded only after a competitive process has been conducted. This policy acknowledges that factors other than price may be included as selection criteria. [Ref. 22] On the operating level, the College uses the annual external audit report as well as feedback from key user groups to assess the effectiveness of its financial management systems. While service to internal and external customers is a priority, so are safeguards against fraud and abuse. Internal requirements for processing transactions are streamlined whenever such changes do not reduce important checks and balances. At the Chancellor’s direction, the College Business Office has started a re-engineering review of all major business processes. This review will involve both College staff and external consultants and will be completed in 2006. [Ref. 24] The College’s management team treats all external audit findings seriously. Such findings are addressed in both a short- and long-term manner, depending on the nature of the appropriate remedy. The District’s Business Office responds to all audit recommendations in as timely a manner as feasible. Those recommendations that can be effectively implemented within the next audit cycle are identified and changes are implemented. Typically, audit findings are brought to the College’s attention in December; therefore, some recommendations require a longer time horizon for completion than the next audit year. The District is currently working on one such recommendation involving accounting policies. The Business Office is moving forward with implementation and expects that changes needed in these areas will be completed by the end of 2005. On the macro level, the relative scarcity of resources requires the College to continually examine how well it is planning for both current and future needs. While the preliminary annual budget is adopted in June and the final budget is adopted in September, both the PBC and the Board of Trustees are updated regularly by the CITY COLLEGE OF SAN FRANCISCO 217
STANDARD III.D College’s lead financial administrators regarding how well the annual financial plan is or is not tracking. [Ref. 23] Information regarding revenue can change during the course of a fiscal year, leading to necessary adjustments to budgets and spending. During the past few years, such adjustments to spending have been necessary concerning both personnel and non-personnel items as more information has become available regarding how much revenue the College will receive from both state and local sources. While financial safeguards appear to be adequate, the re-engineering review of all major business processes as called for in the College Strategic Plan is needed to ensure that both internal and external customer service is given the attention they deserve. Such a review would include a detailed survey of key users of the financial management system to evaluate user satisfaction with financial services at the College. 218 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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STANDARD II.C combined with qualita
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STANDARD II.C equipment line item t
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STANDARD II.C Moreover, annual stud
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STANDARD II.C 3. There is significa
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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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