City College of San Francisco - California Competes

INTRODUCTION | ABSTRACT
Development, CCSF has been able to offer
limited staff development programs and travel
funding. However, there is still a substantial
need for professional development programs
that strengthen and improve academic programs
and services, instruction, alternate delivery systems,
and success in achieving student learning
outcomes.
The evaluation of each category of staff is systematic
and conducted at regular intervals. The
criteria for evaluating administrators, faculty,
and staff are defined in their respective collective
bargaining agreements and/or District policies
and procedures. Faculty and others directly
responsible for student progress toward achieving
stated student learning outcomes have as a
component of their evaluation performance
indicators linked to assessments of institutional
effectiveness in producing those learning outcomes.
However, the faculty evaluation form
should be reviewed through the Shared
Governance process and in negotiations in
the collective bargaining processes to ensure
inclusion of the evaluation of effectiveness in
producing student learning outcomes. The recommendation
by the 2000 WASC visiting team
to evaluate all classified staff has been implemented,
resulting in a complete revamping of
the classified evaluation process.
Personnel policies and procedures are available
to employees through a variety of sources.
Personnel records are maintained with appropriate
levels of confidentiality. Expectations for
ethical behavior by employees of the District
are covered in various District policies, employee
handbooks, and collective bargaining agreements.
The Administrators’ Association is
currently working on a code of ethics for administrators.
However, the District should review its
policies pertaining to ethical behavior and develop
a code of ethics for all employees.
Standard III.B: Physical Resources
There have been major changes and improvements
in the College’s planning and
implementation of physical resource projects
since the last accreditation review. A successful
bond initiative earned the approval of 73 percent
of San Francisco voters in 2001, earmarking $195
million for facilities over the next decade. Under
Proposition 39, the framework for which the
2001 bond was conducted, the College was eligible
for $350 million. However, for a variety of
reasons, the total amount sought was divided
into two separate bond initiatives—the first
phase (2001) for $195 million; the second (2005)
for $246 million (this has been adjusted for
increased construction costs). Prior to the 2001
bond initiative, the District’s only significant
construction resource was $50 million from a
bond passed in 1997. Those funds were earmarked
for the purchase of the sites for the new
Mission Campus and Chinatown/North Beach
Campus and for a portion of the basic renovation
and remodeling projects. In addition, the
funds were also used to initiate the first phase of
the technology network and campus connectivity
project and the basic electrical upgrades
needed to support it.
The local support for the 2001 initiative enabled
the College to begin the planning for three new
campus facilities: Mission and Chinatown/North
Beach Campuses and the Community Health
and Wellness Center, in addition to critical
maintenance and repair work needed at multiple
sites across the District. Construction of the new
Mission Campus and the Community Health
and Wellness Center commenced in August
2005. Plans have been completed and construction
is underway for a Student Health Services
Center and a Child Development Center. A
Performing Arts Education Center, Advanced
Technology Building, joint-use classroom building
with San Francisco State University, Student
Development Center, and the second phase of
the technology network and campus connectivity
project are in the design stage. The Facilities
and Maintenance Departments were reorganized
and placed under the supervision of a new
Associate Vice Chancellor of Facilities Planning
and Management. The restructuring allowed the
Facilities Planning Department to hire perma-
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