City College of San Francisco - California Competes
City College of San Francisco - California Competes
City College of San Francisco - California Competes
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STANDARD IV<br />
The Chancellor established a comprehensive<br />
and integrated budgeting, planning, and assessment<br />
system which is led by the Planning, and<br />
Budgeting Council, a Shared Governance organization<br />
<strong>of</strong> which he is chair. The PBC comprises<br />
representatives from students, classified staff,<br />
faculty, and administrators. The PBC includes<br />
all the leaders <strong>of</strong> the <strong>College</strong> organizations.<br />
The <strong>College</strong> maintains an integrated system <strong>of</strong><br />
planning development on an annual basis that<br />
is directly linked to budgeting and assessment.<br />
The <strong>College</strong> produces Mid-Year and End-<strong>of</strong>-Year<br />
Assessment Reports on the status <strong>of</strong> its objectives<br />
each year. [Refs. 32, 33] Consistent with the<br />
requirements <strong>of</strong> the planning and budgeting<br />
system, the Office <strong>of</strong> Research, Planning and<br />
Grants produces a <strong>College</strong> Performance<br />
Indicators Report that assesses the progress<br />
<strong>of</strong> performance indicators linked to the eight<br />
strategic priorities <strong>of</strong> the <strong>College</strong>. [Ref. 25] The<br />
<strong>College</strong> is also guided by an annual management<br />
plan that is comprised <strong>of</strong> the <strong>College</strong> budget and<br />
the operational and developmental objectives for<br />
each <strong>of</strong> the 32 major cost centers in the <strong>College</strong>.<br />
[Refs. 20, 24]<br />
The Chancellor has also established an extensive<br />
array <strong>of</strong> planning initiatives that includes<br />
an Education Master Plan, Technology Plan,<br />
Facilities Master Plan, and a Strategic Plan.<br />
Each plan has been developed in collaboration<br />
with all <strong>College</strong> constituencies.<br />
Led by the Chancellor, the <strong>College</strong>’s strategic<br />
planning process involves all <strong>College</strong> constituencies<br />
as well as representatives from the<br />
community, business, and other educational<br />
institutions. The planning process was informed<br />
by an extensive set <strong>of</strong> environmental scanning<br />
reports on both the internal and external<br />
realities <strong>of</strong> the <strong>College</strong>. The Chancellor led the<br />
planning process through an extensive series <strong>of</strong><br />
conversations that resulted in the development<br />
<strong>of</strong> a revised Mission Statement, a new values<br />
statement and eight strategic priorities with<br />
supporting objectives that are now the core<br />
<strong>of</strong> the <strong>College</strong>’s planning and performance<br />
evaluation system.<br />
The Chancellor oversees the research function<br />
<strong>of</strong> the <strong>College</strong>, which produces a series <strong>of</strong> annual<br />
reports and assessments for the <strong>College</strong> Planning<br />
and Budgeting System. The Office <strong>of</strong> Research,<br />
Planning and Grants also maintains an online<br />
Decision Support System that enables members<br />
<strong>of</strong> the <strong>College</strong> community to access the <strong>College</strong><br />
database for information about student enrollments<br />
and registrations, student success, and<br />
department productivity.<br />
The Chancellor’s administrative structure is<br />
highly efficient. Fewer than 40 administrators<br />
(not including classified managers) are responsible<br />
for oversight <strong>of</strong> 2,900 employees and more<br />
than 98,000 students in 12 campuses. The<br />
Chancellor relies upon three administrative<br />
chains, in addition to his own, to ensure that<br />
all annual operational and developmental<br />
objectives are achieved; these chains are student<br />
development, academic affairs, and finance and<br />
administration. Coordination and leadership is<br />
managed through direct contact with the Vice<br />
Chancellors as well as bi-weekly meetings <strong>of</strong> the<br />
Chancellor’s Cabinet, monthly meetings <strong>of</strong> the<br />
<strong>College</strong> Council—comprised <strong>of</strong> all administrators<br />
and department chairs—and the <strong>College</strong><br />
Advisory Council, a Shared Governance unit<br />
comprised <strong>of</strong> the leadership <strong>of</strong> all the <strong>College</strong><br />
organizations: Academic Senate, Department<br />
Chairperson Council, Classified Senate, SEIU<br />
790, AFT 2121, the Associated Students, the<br />
Administrators’ Association, and the Vice<br />
Chancellors. The Chancellor also meets at least<br />
once a month with the leadership councils <strong>of</strong><br />
each <strong>of</strong> these respective constituencies. In addition,<br />
the Chancellor is in daily contact with his<br />
senior staff on all issues related to budget control<br />
and expenditures as well as key <strong>College</strong> projects<br />
authorized by the <strong>College</strong>’s annual plan.<br />
The Chancellor also communicates with a<br />
quarterly e-bulletin to the community and with<br />
periodic messages to CCSF employees through<br />
the wide area email system, <strong>City</strong> Currents, and<br />
a monthly report to the Board <strong>of</strong> Trustees.<br />
236 CITY COLLEGE OF SAN FRANCISCO