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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

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