City College of San Francisco - California Competes

2000 RESPONSE
2000 | Standard 9: Financial Resources
The team recommends that the College explore all possible strategies for funding facilities,
technology, and capital improvements.
Midterm Response 2000–2002
The College received overwhelming approval from local voters in November 2001 for its $195M bond
proposal. This commitment represents Phase I of our long term plan. In Phase II, the voters will be asked
to approve an additional $155M bond. We expect a strong and positive response from the voters. This
$350M local commitment will help leverage and additional $150M in state funds that should be available
for approved and eligible projects, and will enable the College to make dramatic improvements in many of
its facilities as well as its technology network. In addition, the Chancellor and the Dean of Development
are making consistent efforts to generate additional funding from individuals and foundations and have
met with a high degree of success. The City College of San Francisco Foundation’s Board of Directors has
recently been restructured. There are now 24 directors and a new set of by-laws. The directors are refining
a Development Plan in concert with appropriate staff.
Response 2002–Present
In addition to the various bond measures noted above (see also the response to Standard III.D in this Self
Study for updated information), the College has increased its emphasis on competitive grant seeking by
transforming the grant writing position in the Office of Research, Planning and Grants into an Associate
Dean-level position in 2001 (staffed in January 2002). In addition to the new administrator, the Office
of Research, Planning and Grants now has a Special Projects Coordinator who devotes significant time
to grant writing and a Post-Awards Grants Manager to assist grant-funded projects with budgeting.
The College has also developed an Advancement Plan that maps out a strategy for helping to “fill in the
gaps” and provide funding for those items that go beyond basic operations. Priority areas for increased
funding cluster into categories that include education programs, technology, and facilities, all aligned with
the College’s Strategic Plan. The College has mapped out a variety of mechanisms for attracting resources,
including major gifts, capital campaigns, annual giving, planned giving, academic improvement trust
funds, competitive grants, non-cash gifts, and alumni resources. The Development Office and the Office
of Research, Planning and Grants share primary responsibility for carrying out the activities of the
Advancement Plan.
The outcome of these changes has been a steady increase of nearly 50 percent in alternative revenues
through scholarships and other funds raised by the Foundation and through competitive grants
(comparing 1998-99 to 2003-04) from $19,233,962 to $28,682,390.
CITY COLLEGE OF SAN FRANCISCO
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