1. ACCJC Task Force for District Recommendations

2. Agenda  Review scope and purpose of the Task Force  Review Progress on Recommendation #1 & 4  Review Progress on Recommendation #2  Review Progress on Recommendation #3  Next Steps

3. Scope  Scope is limited to:  ACCJC District Recommendations;  Addressing specific concerns/recommendations made by the visiting teams  Scope does not cover:  College recommendations;  District concerns not raised by the ACCJC/visiting team;  Items out of scope will go to a parking lot

4. Purpose  Develop a tactical plan that will enable us to completely satisfy the ACCJC District Recommendations with evidence to support our addressing the recommendations and satisfying the standards;  Develop a tactical plan that “WE ALL” believe can satisfy the ACCJC District Recommendations;  Work as a team to communicate the work that has and will be done to re- instill confidence in our colleges’ and district’s ability to serve our community;  Develop a monitoring process that “WE ALL” believe is accurate, timely, meaningful, and transparent.

5. District Recommendation #1

6.  In order to meet the standards, the team recommends that the Board of Trustees examine its role in the development of policies and ensure that it acts in a manner consistent with its approved policies and bylaws. The team further recommends that the Board of Trustees take steps to ensure that all policies are developed or revised within the framework of the established input and participation process.

7. What Triggered the Findings?  Lack of systematic and ongoing review of Board Policies/Administrative Procedures within specified timeline;  No policy review in place for at least 4 years;  Last minute rush to do all BP/AP means that reviews could not be done in a meaningful way;  AP6610 did not go through the agreed to process. It was rushed through based on “business necessity;”  Chancellor’s evaluation process – Used a different process than was in BP/AP and then approved new process after the fact

8. What needs to be done? Need  Monitor and track progress  Clearly defined and communicated  Subject expert review and tracking  Overall tracking via checklist Resolution  6 year cycle adopted and new tool developed which allows for the monitoring and tracking of progress (approved by District Assembly, pending Board approval on 01/21);  Tool available on District website under Board Policies and Admin Procedures;  Subject expert review and tracking and overall tracking incorporated into tool. Need to define timeline and systematic process for BP/AP review (timing should be specific and achievable)

9. What needs to be done? Need  Track rationale for any changes  Watch for conflict with other BP/AP  Need to make sure “current” policies available online  Should be included in Board self-evaluation Resolution  Rationale for changes and conflicts accommodated for in new tool;  Current policies are available online along with a cross reference between old and new AP/BPs;  Incorporated into Board self- evaluation. Need to define timeline and systematic process for BP/AP review (timing should be specific and achievable)

10. Tracking Tool

11. Chapter Owners  Responsibility for the review process is as follows:  Chapter 1: Chancellor and Board of Trustees  Chapter 2: Chancellor and Board of Trustees  Chapter 3: Chancellor and Chancellor’s Cabinet  Chapter 4: Vice-Presidents of Instruction, Student Services, and Academic Senate Presidents  Chapter 5: Vice-Presidents of Instruction, Student Services, and Academic Senate Presidents  Chapter 6: Vice-Chancellor of Fiscal Services and Vice-Presidents of Administrative Services  Chapter 7: Vice-Chancellor of Human Resources

12. What evidence will be provided?  Use Collegial Consultation process to develop BP/AP on BP/AP development/review process to develop/review/monitor  Minutes  Draft/Completed BP/AP – First read on 12/10, Approval 01/21  Checklist  Comment form for BP/AP  Campus Awareness  Show that we have gone through/starting process

13. District Recommendation #2

14.  In order to meet the standards, the team recommends that the Board of Trustees, and the Chancellor, in consultation with the leadership of the college campuses, develop a strategy for addressing significant issues to improve the effectiveness of district human resource services that support the colleges in their missions and functions. These issues include: I. Reliable data from the Human Resources department to support position control and other human resources functions; II. Timeliness of employee evaluations III. Responsiveness and improved timelines for employee hiring; IV. Consistent policy interpretation and guidance; and V. Completion of the faculty evaluation instrument to include work on Student Learning Outcomes.

15. I. Reliable data from the Human Resources department to support position control and other human resources functions Causes: Unreliable systems and structure to support processes and functions leading to unreliable data. Understaffed HR department with staff performing work outside the scope of their duties and responsibilities leading to inconsistency and inefficiencies. Symptoms: 1. Lack of Position Control Management; 2. Incorrect identification of funding sources (e.g. grants versus general funds); 3. No points of accountability in change process; 4. Lack of or inaccurate data such as updated organizational charts, directory information, and evaluation information (e.g. timelines, by whom, etc); 5. No meaningful employee demographic distribution data to use for staff planning.

16. I. Reliable data from the Human Resources department to support position control and other human resources functions cont. Solutions: 1. Questica to ensure accurate funding and position control management 2. Questica maintains budgeting functions ensuring all management is aware of funding source for each position 3. New position tracking system addresses the flow of from inception to completion. 4. Organizational charts follow BP3100. New implementation of People Admin software for Performance Management (Evaluation) provides automated notification to supervisors of upcoming and due evaluations. 5. Employee demographic distribution data is maintained in SBCCD Dashboard and reviewed for Coordinator, Diversity and Talent Acquisition, the District’s primary recruiter.

17. I. Reliable data from the Human Resources department to support position control and other human resources functions cont. Outcomes:  New personnel requisition process has led to more consistent process, oversight and accountability.  The system has been fully implemented and is used for any changes made to a position(s).  Questica fully implemented with current information on all positions in the District.

18. II. Timeliness of employee evaluations Causes: Employee evaluations are manually entered. Software is incapable of loading and generating data for consistent updates. Symptoms: Evaluations may not be entered into the system in a timely fashion, supervisor information is not updated, appropriate notification is not distributed or information goes to the incorrect supervisor. Supervisors may not provide evaluations within the specified timeframe.

19. II. Timeliness of employee evaluations cont.  Solutions: New People Admin software that has been contracted by the District will address and assist in maintaining employee evaluation notifications to managers. The software will include each position in accordance to the cycle they should be evaluated (e.g yearly, every other year, etc…). The system maintains all of the district’s evaluation data and will provide ongoing notification of upcoming and due evaluations. The notification process sends the information to the evaluatee, evaluator, and the evaluator’s supervisor.

20. II. Timeliness of employee evaluations cont.  Notifications will be automatically generated by HR  Leadership training will include evaluation training

21. III. Responsiveness and improved timelines for employee hiring Causes:  Unreliable systems and structure to support processes and functions leading to unreliable data.  Understaffed HR department with not enough staff doing jobs not under their duties and responsibilities.  Lack of standard operating procedure and hiring of certain position types.

22. III. Responsiveness and improved timelines for employee hiring cont. Symptoms: a. Unclear on funded versus unfunded positions; b. Long-time to fill positions due to: 1. Failed searches 2. Time to set-up committees 3. Time to start committee work 4. Attendance by committee members 5. Approval process – too long between board meetings 6. Job description approval process takes too long 7. Inadequate HR staffing

23. III. Responsiveness and improved timelines for employee hiring cont. Solutions a. Questica is addressing funding of positions. b. (1) HR is targeting for specific recruitment, particularly in hard to fill positions. Increasing advertisement in strategic locations and developing agreements with different agencies. (2) First Committees are now scheduled and meeting(s) are scheduled while positions are still posting; Internal/external positions posting simultaneously with priority given to CSEA members for interviews in the process in accordance to CBA. (3) The 2 nd meeting for committees occur after the position closes but now only requires one (1) meeting versus two after the position closes;

24. III. Responsiveness and improved timelines for employee hiring cont. Symptoms cont: ( 4) On an ongoing basis, HR will seek input from supervisors, associations and senates to establish standing committees to ensure better advance preparation for interview committees to improve attendance. (5) In the recruitment process, a prospective board meeting date is selected based on priority of campus/department to ensure board meetings are not missed to reduce time in filling positions; (6) The development of new job descriptions are addressed by HR to ensure appropriate structure, process and procedure is followed. (7) The restructure/reorganization has addressed the capacity issues within HR staffing.

25. III. Responsiveness and improved timelines for employee hiring cont. Outcomes:  1 st level committees occur before position closes  Expanded recruitment efforts with more targeted strategic efforts being used  Incorporation of job analysis form for developing new job descriptions  Restructure/Reorganization fully implemented effective September 11, 2015.  44 positions filled from May – August 2015

26. IV. Consistent policy interpretation and guidance Causes  Understaffing and lack of systematic HR review of policy and procedure as symptomatic of unfilled/understaffed HR positions.  Job descriptions developed in the field with HR not having primary handle on development of positions.  Training of staff is not specific based on needs within each position type. Symptoms  Different HR generalists have different interpretation of rules;  Lack of consistency in how positions are marketed;  Classified employee testing is not valid or consistent;  Appointment process to committees is unclear;  Training is not standardized or consistent for HR staff and committee;  Application of minimum degree requirement is inconsistent.

27. IV. Consistent policy interpretation and guidance cont. Solutions 1. HR has developed a guide/manual for ongoing review and discussion to assist in addressing process, procedure and policy interpretation. 2. HR is working with supervisors and staff on most appropriate marketing tools for unique positions. 3. Tests are being reviewed and updated by generalists under the guidance of the Director, HR. 4. Hiring committees are being structured in advance to assist with clarity of appointments and to ensure appropriate staff can attend. 5. Training is being provided to staff based on specific needs within the position type 6. When needed, minimum degree requirement will be based on job analysis study as assessed by the market of similar positions in the educational sector.

28. IV. Consistent policy interpretation and guidance cont. Outcomes:  HR staff meetings include review of policies and procedures  HR manual a working, living document  HR Director convenes with generalists every two weeks to review areas for review to include consistent interpretation and implementation of process and procedure  HR huddles every Monday morning for quick updates  Lunch and learn every other week to address process/procedure  Monthly staff meeting for sharing of information, goal alignment, process

29. V. Completion of the faculty evaluation instrument to include work on Student Learning Outcomes  Causes: A previous MOU (2013) that addressed SLOs included the need and agreement for the inclusion of SLO language but did not include the language in the contract or by MOU.  Symptoms: Faculty evaluation does not include the SLO language.  Solutions: CTA and the District has discussed a meeting date in September to negotiate the location of the SLO language within the evaluation document/process.  Outcomes: Faculty Evaluation Form updated November 2015 to address the self-reflection in the development and assessment of SLOS.

30. District Recommendation #3

31.  In order to meet the standards, the team recommends that the District follow their Resource Allocation Model focusing on transparency and inclusiveness, supported by a comprehensive district-wide Enrollment Management Plan and a Human Resource/Staffing Plan integrated with other district-wide programs and financial plans, broadly communicated to the colleges.

32. What Triggered the Findings?  Lack of communication as evidenced by raises being approved before notifying colleges of budget impact (no details shows on who got raises, retro pay, or impact on planning);  Lack of constituent understanding of new floating allocation model vs. “70-30 split;”  Lack of communication prior to modification of budgets;  Inconsistent use of numbers for Full Time Equivalent Student (FTES) assumptions;  Lack of communication from budget committee members to the college constituents they are representing;  Lack of leadership in implementing resource allocation model;  Lack of clarity in budget numbers provided and issues impacting numbers.

33. Actions to Resolve Deficiencies  Though Board AP2610 (Presentation of Initial Collective Bargaining Proposals) as amended requires the Chancellor to provide advanced notice and forecasts to the Board of Trustees, there is also a need to provide the colleges with scenarios in advance, capitalizing on use of the campus budget committees;  Bi-weekly meetings with College’s leadership (VP’s of Admin and Presidents) to discuss financial issues and possible scenarios in advance  District Budget Committee (DBC) approved recommendation to review “what-if” scenarios. Recommendation was accepted by Chancellor’s Cabinet on October 27, 2014

34. Actions to Resolve Deficiencies  New Resource Allocation Model (RAM)  FTES allocation recommended by the enrollment management task force (11 members representing both colleges and the district)  District Budget Committee (DBC) accepted recommendations  DBC revised the RAM for FY 2014-15 and FY 2015-16  Not a floating model  Provides clear goals to the colleges  Allows Valley to continue growing  Easy to understand & transparent  Flexible  Avoids competition among colleges  It provides multi-year goals to the colleges  Communicated throughout the district by Chancellor, Vice Chancellor and various written reports (DBC annual report, FAQ’s, Presentations, etc.)

35. Actions to Resolve Deficiencies  Formalization of District-Wide Enrollment Management Committee  Recommended by the enrollment management task force  The committee was formalized on November 15, 2015  25 members representing both campuses, the district office, and all employees constituencies  Two initial charges  Develop a district-wide enrollment management plan  Continue working on developing a system for facilitating enrollment management at both colleges  Staffing Plan  The Colleges and the District have addressed their staffing needs through a prioritization process during Program Review  final hiring decisions are made in Chancellor’s Cabinet with the support from the prioritization process at each College and Program Review  Staffing plan is under development

36. What evidence will be provided? 1. Administrative Procedure AP 2610 2. District Budget Committee Recommendation #FY2015-01 3. Agendas from College/District Business & Fiscal Services meetings 4. June 18, 2015 District Budget Committee Agenda with minutes 5. Enrollment Management Task Force - Recommendation to DBC for FY 15-16 6. District Budget Committee Recommendation #FY2015-05 7. District Budget Committee Recommendation #FY2016-01 8. District Budget Committee Self-Evaluation 9. 2015-07-16 Tentative vs Final FTES Distribution Growth 10. May 28, 2015 Board Study Session - Preliminary Budget Presentation Study Session 11. June 18, 2015 District Budget Committee Agenda with minutes

37. What evidence will be provided? 12. Chancellor’s Chat Newsletter – Volume 5, Issue 11 - June 18, 2015 13. District Budget Committee 2014-15 Annual Report 14. Frequently Asked Questions 15. District Budget Committee Roster 16. Chancellor’s Opening Day Presentations 2015 17. SBVC Academic Senate Minutes for September 2, 2015 18. CHC Academic Senate Minutes for August 19, 2015 19. Review of District Office proposed budget for FY 2015-2016 at District Budget Committee 20. Tentative Budget (pages 447-534) 21. Final Budget 22. Explanations of District Office budget increases from tentative budget and final budget

38. District Recommendation #4

39.  In order to improve effectiveness, the team recommends that the District develop a local Board orientation program to ensure that all members of the Board are adequately prepared to provide leadership appropriate to their role as Board members

40. What triggered the findings?  Currently, no locally structured training or orientation. Every trustee needs to know and follow their Board BP/APs. Need to know time sensitive BP/APs; No evidence of local, structured, and/or comprehensive training.  President of Board of Trustees should make sure the Board is following BP/APs. There is no specific Board President training.

41. What needs to be done? Need  Board Training  Board Handbook  Develop list of Board Training topics to be updated regularly  Develop local Board President Training which should be included in overall Board Handbook/Training Resolution  New Trustee Handbook approved by District Assembly on 09/01/15 and by the Board on 10/08/15;  Specific topic list outlined and will be updated regularly (New Trustee Orientation on 12/03/15);  Board members sign off to verify they have received training;  Board President and Chancellor specified as being responsible for ensuring the training of new trustees included in BP 2210 (Approved by District Assembly on 11/04/15, Board First Read 12/10/15, Approval Anticipated on 01/21/16.

42. Board Training Topics  Missions  Organizational Charts  San Bernardino Community College District  San Bernardino Valley College  Crafton Hills College  Board Imperatives & Goals  Board Imperatives  Board Goals  About the Board of Trustees  Board Membership  Election of Student Trustees  Board of Trustee Meetings  Communication Protocol  Campus Visits  Board Planning and Evaluation  Accreditation  Foundations  Collegial Consultation  Groups on Campus  Graduation  Board Policies & Procedures  Walking tours of the district, campuses, and off-site locations

43. Board Training Topics  Institutional data review  College history and development, and college catalogs  Lists and contact information for trustees, college personnel, and student leaders  Structure and operations of board of trustees  Structure of higher education at the state level  Briefings on organization, programs, budget, and facilities of the colleges and sites  Collegial Consultation, inclusive of 10+1  Board handbook, meeting agendas, and minutes  Affirmative action plans  Printed college materials  Opportunities to meet informally with campus leaders and faculty, staff, students, administrators, and fellow trustees  Email records disclosure responsibilities  Attendance at local, state and national meetings, including the League’s New Trustee Orientation Workshop and Legislative Conference  Review of pertinent laws and board policy  Board Budget

44. What evidence will be provided?  Training plan  New Board hand book  New BP/AP  Training plan  Minutes  Systematic vs one-time  Develop list of base knowledge and include in policy  No violations  College surveys  Board Self-Evaluation

45. Next Steps….. SBVC and CHC ALO Management and Faculty Co-Chairs, Vice Chancellors of HR and Business/Fiscal Services have conference call on 12/08/15 from 10am-1130am to firm up any outstanding items, confirm schedule, etc.