Quick Jump to Sections: Reorg: Dean Student Success, Budget, Academic Senate Resolutions, Mission Statement Review, Educational Master Plan, Four-Day Summer Work Week, KCCD Strategic Planning Feedback, Program Review, Other, Next Meeting.
Our acting Dean of Student Success, Sue Granger-Dickson, is retiring so we need to start a national search for a permanent replacement sooner than originally anticipated. In the interim, Manny Mourtzanos will be moving over to take care of many of the duties of that position since he does have some background in student services/affairs. In order to do that, he will not be able to take care of many (but not all) of the dean-level duties in the instructional departments he has currently. Therefore, a call will go out internally for faculty to apply for an interim position as a dean of instruction or possibly an associate dean of instruction---details to be worked out soon.
Lynn Krausse from the Budget Committee presented concerns from the Budget Allocation Model (BAM) evaluation that was finished in November 2010. The recommendations from the BAM evaluation were never acted upon. They "died" in District Consultation Council years ago. There has been frustration at the college level of not being able to have an impact or even opportunity for feedback on the allocations handed down to us from the district office or on the amounts we are charged back for services that the district office provides such as Banner, Curricunet, Human Resources, computer/network infrastructure, payroll, and facilities management. Campus allocations are based largely on FTES, so we receive about 67% of the state funding but we are also charged back about 67% of the total district office operations. Also incorporated into the BAM is a "stop-loss" feature that backfills a given college's FTES shortfall for two or three years, so the college can make adjustments in personnel and programs in a more rational manner if needed or recover to pay it back. Bakersfield College has never been in that situation but our sister colleges have. Bakersfield College has been "asked" (told) to make up that FTES shortfall for the district overall. President Christian has asked for a reimbursement of our costs and has been denied, so it is time for the college as a whole to step up our engagement with this issue and apply pressure and advocacy in the various communities in which we work and play.
The net overall effect of the BAM is that BC is getting less money per student than the other colleges. We have been eating into our reserves while the other colleges have been building up their reserves since they've been receiving an allocation based on FTES numbers from several years ago while their current FTES has been falling. The BAM needs to be re-examined and changes made because we cannot continue to be in deficit mode. We have been starved long enough. We cannot fund the services to our students required in the student success legislation (heck, even if it wasn't required, we want to fund the services because we want to "move the dial on student success").
Three items discussed at Budget Committee meeting on Monday are the 2014-15 allocations to the colleges and district office operations (Excel workbook---see Summary tab), 2014-15 Comprehensive FTES targets for the colleges, and the 2014-15 District office personnel costs detail which lists several new proposed management-level positions. Our new Vice-President of Finance and Facilities, Anthony Culpepper, presented a couple of issues/updates from these documents. He focussed first on district office personnel costs detail document. The proposed additions to the district office personnel total about $752,000. For the services that the district provides to the colleges, there is a chargeback fee that the colleges pay the district to fund those services. The chargeback happens before our own college expenses are deducted. There's an "opportunity to discuss" those additional personnel positions.
The status quo has been that the additional positions at the district office are guaranteed but there's always a battle for us to get additional positions. There are approximately $245,300 of additional costs in the IT area (three new IT positions minus one programmer that was not funded). Could the tasks for those proposed permanent positions be done instead by short-term consultants like BC has done for facilities and the educational master plan in the past? Where in the planning process do the colleges get a chance to talk about priorities of new hirings? At BC we can't even get into our top priorities for improving student success because we can't get the personnel needed for that. The associate vice-chancellor position for Human Resources introduced to the District Consultation Council on April 22nd was posted/advertised the SAME day. Where's the consultation in that? That is why the Academic Senate will be voting upon a resolution to have that job posting taken down at their Wednesday, May 7th meeting. At BC our local human resources office has just two classified staff working in it and the campus HR manager position is vacant.
On the other hand, the reason that we often don't get what we need to get from district IT for a number of new services that we want to implement (e.g., getting reports out of DegreeWorks) is because they are short-handed like our own college IT is short-handed. Should the new IT positions be housed at the district or at the college or a hybrid? If the new IT positions were here at the college or hybrid, we would have a much greater impact on setting their priorities, so that we can grow to be the district's big FTES generator. Although, the IT positions are listed as management, they will very likely be doing the technical work and the district is trying to make them more attractive to IT techs who can paid a lot more in the private sector for the same tasks. Yes, the argument can be made that we should use that rationale for other positions at the colleges.
One hundred FTES was given to Cerro Coso last academic year in the BAM's stop-loss stabilization for CC. That 100 FTES came from Bakersfield College. That 100 FTES is coming back to BC in the 2014-15 budget. Our funded FTES figure of 12,777 for the 2014-15 budget includes that 100 FTES. Any future stabilization of a college will come out of the districtwide reserves.
WESTEC is a non-profit educational cooperative offering training in such things as agriculture, administration of justice (corrections officers), court reporting, motor vehicle safety, industrial safety, CPR, and well control through partnerships with Bakersfield College and Taft College. Vice-Pres Culpepper found out that the costs of WESTEC was put into the district office expenses category. SO the 125 FTES that WESTEC generates is divided among the three colleges even though our Admissions & Records processes all of the student records/admissions and we're supplying instructors AND our Curriculum Committee reviews and processes all of their courses. We need to find out when and why the WESTEC FTES was shifted to the district to be allocated systemwide. This has been going on for several years at least.
At the all-college budget forum in early April, the budget spreadsheets showed a BC deficit of about $500K in 2013-14. For 2014-15 the projected deficit was about $1.5 million. Vice-Pres Culpepper is now examining our budget line-by-line to find places where we should be getting more of our due revenue and where we were overly aggressive in our projected expenses while still ensuring we continue to provide quality instruction + services. For the 2013-14 budget there were POST-adopted changes to the budget that we're trying to figure out how they will our affect our projected deficit figure as compared to the adopted $500K deficit figure for 2013-14. May 9th is our target date for our budget analyst, Laura Lorigo, to finish her data crunching. May 20th is when the budget has to be uploaded to the district finance office.
Because of the same-day posting of the district associate vice-chancellor of Human Resources position and the fast-tracking of the other district office hirings, the Academic Senate will be voting on two resolutions at the May 7th Senate meeting so that they can be presented to the Board of Trustees at their May 8th meeting at Cerro Coso.
The first resolution is about the associate vice-chancellor of Human Resources position (Operations Manager) that was posted the SAME day that it was brought to the District Consultation Council for a first read. The short time between the posting and the first review date (May 6th or just 14 calendar days) makes it appear that the position has already been offered to an individual on the inside. The Senate is requesting that the advertising/hiring process be halted until the colleges have a chance to weigh in on the need and priority for that position since, after all, the colleges will be the ones footing the bill.
The second resolution is about the need to re-examine the priority of the proposed district operations personnel for 2014-15 to the tune of $751,000. We need to halt the hiring/advertising process of all of the positions so that all of the colleges and the district office can collegially discuss in an honest two-way dialogue the priority of these positions in comparison to desperately-needed personnel needs at the colleges, i.e., at levels closer to the students. After all, the colleges will be the ones footing the bill (have I said that already?).
Now, I'm sure there are perfectly rational, valid reasons for those proposed positions but it is a matter of priorities. We (BC) have rational, valid reasons too for the need to hire additional people to meet the requirements of the student success legislation, whether that be replacement (or more) librarians, replacement (and more) counselors, more educational advisors, etc. If the district as a whole is serious about "students first", then the spending needs to happen closer to the students, so our needed personnel requests should be given higher priority because the people in those positions will be interacting directly with the students.
Bakersfield College is positioned to grow in FTES (indeed, we're the only ones who are), but continued operating on a shoestring at the expense of the other parts of the district has led to unsustainably low personnel levels. Stress-related illnesses, disability, and retirements are increasing, especially among front-line personnel such as the counselors of which Bakersfield College has just four full-time employees acting as general counselors (Barabra Braid, Alice Desilagua, Alex Henderson, and Sandra Sierra) and a fifth (Kathy Rosellini) fulfilling department chair duties that prevents her from counseling more students. Part of the duties of the STEM counselor, Cynthia Quintanilla, are counseling but she has other duties as well. She is currently 50-50 split between STEM and general counseling and will go to just part-time in the fall. Three other people (Debbie Plant, Nakysha Cummings, and Jennie Peters) are currently working as adjunct counselors. We have one full-time DSPS counselor (Bill La) and one Diane Allen who is split 50-50 between DSPS and General counseling in Delano. Marisa Marquez is a full-time temporary counselor specializing in transfer services. Educational advisors include Victor Diaz (athletics only), Jessica Garcia, and Manuel Rosas (but he'll be going to EOPS after the spring semester). Our director of the International Students program, Shohreh Rahman, came from counseling and is now working exclusively with the international students. Bakersfield College is in the process of hiring two more general counselors, so that will help with mandates of the Student Success legislation but even with those two new hires, the number of students/counselor will still be among the highest in the state.
Cerro Coso has four full-time general counselors (Greg Kost, Karee Hamilton, Rene Mora, and Jan Moline), two full-time counselors for the Access (categorical funded) programs (Pam Godfrey and Penny Talley) and four adjunct counselors (Tiesha Klundt, Betty Mintz-Jones, Missy Gross, and Melissa Price) spread among their four locations. They also have four educational advisors (Kim Blackwell, Amy Kennedy, Mabel Medina and Reese Weltman). The counseling staff at Porterville College all have split assignments. Thanks to Barbara Braid for tracking this information for me.
Two librarians at Bakersfield College are retiring and there are plans to replace just one of them. This definitely threatens the amount of one-on-one help the library will be able to provide to students for the student research projects and will cut back on the library research classes English B34 (now called "Library B1") that are a critical part of the English B1A and several of the ACDV courses, among others.
There are two management positions identified by the three teams of classified staff, faculty, and administration in the Reorganization task force (Dean of Institutional Effectiveness and Dean of Academic Technologies), that are currently being held up in the district office for "negotiation".
College Council will be drafting a simple resolution or statement in support of the Academic Senate's resolutions. College Council is wanting the opportunity for the colleges of KCCD to have a deeper discussion with each other and the district office on the proposed additional district operations staff and the impact that that allocation of resources would have on the priorities the individual colleges have identified in improving their student success and achievement rates. Bakersfield College earns over two-thirds of the district's FTES and College Council is deeply concerned that the district's budget allocation process as currently implemented is threatening our ability to continue what we're already doing on behalf of the entire district. Furthermore, Bakersfield College needs additional resources to meet our projected growth in FTES, particularly as state funding shifts from student access to student completion. While our FTES has been increasing, the staffing levels have not increased proportionally to meet the needs of these additional students. We are experiencing declining levels of physical and mental health due to the stress over several years of being asked to do more with less support. This is unsustainable. For these reasons in addition to those outlined in the rationale of the Bakersfield College Academic Senate's resolutions, the Bakersfield College College Council fully supports their recommendation to hold off on hiring of district operation personnel and non-labor expenses so that the district as a whole can re-evaluate the allocation of personnel resources to meet the high-tough demands of instructing and advising of students as required by new funding requirements of the Student Success legislation.
Link to College Council statement on district operations personnel augmentation -- passed by College Council via email vote on May 8th.
Kate Pluta updated College Council on the work of the Mission Review Team that is leading the effort to evaluate the college's mission statement and revise it as necessary (select the link to go to their website). According to our accrediting agency ACCJC, all of the college goals, strategic plans, etc. are supposed to flow out of the college's mission statement, so we need to be sure it says what we want it to say. The second sentence of the mission statement includes the institutional learning outcomes. Sonya Christian would like to present the Mission Statement at the closing day meeting on May 16th but we're not sure if we'll have to go through all of the official approvals such as the Academic Senate and College Council by then. The College Council will have an electronic vote before May 16th on it. The latest draft of the mission statement says:
Bakersfield College provides opportunities for students from diverse economic, cultural, and educational backgrounds to attain degrees and certificates, workplace skills, and preparation for transfer. Our rigorous and supportive learning environment fosters students’ abilities to think critically, communicate effectively, and demonstrate competencies and skills in order to engage productively in their communities and the world.
The Mission Review Team is also working on the vision statement. While the mission statement focusses on what we already do, the vision statement's focus is on what we want to do. Two possibilities presented at College Council are:
The team that will be working on the college's accredidation Mid-Term Report is taking shape. The Mid-Term must be given to our accrediting agency, ACCJC, in summer or fall 2015. The list of the Mid-Term Report team includes a "secondary" column of those who will shadow the primary leaders.
The previous Educational Master Plan (EMP) is a 173-page tome with three-fourths of it data. That EMP doesn't show what we want to do in our educational program. For example, in CTE areas, the EMP doesn't show the additional programs. The EMP doesn't show our outreach to rural areas. We want the next EMP to be a document in which we can identify ourselves. All the important stuff like Habits of Mind, Title V, Achieving the Dream, pre-collegiate acceleration/compression, etc. isn't in the previous EMP.
On Monday, May 5th, between 2 and 6 PM will be four focus groups: a pre-collegiate group re-affirming the conversations of the past 14 months, a transfer group discussing the ADTs and they'll mesh with our local degrees, and two CTE groups including an Allied Health group looking at future plans for degrees, pedagogical changes, etc.
The EMP draft will be finalized in time for College Council's first meeting of Fall 2014 (special meeting in August) and it'll go out to the various groups for vetting/approvals. [EMP description document link]
From June 2nd to August 8th, BC will have a four-day work week, so we'll be closed on Fridays-Sundays during the summer. Monday to Thursday will be ten-hour days from 7 AM to 5:30 PM with a half-hour lunch break. The task force that looked at the summer 4-day work week looked at what classes are offered (just training classes for intercollegiate athletics) in the summer; what savings we could do in facilities usage (cooling) and making the rooms available for whatever maintenance/upgrades that need to be done; and public safety concerns. The Childcare Center will have to remain open Monday to Friday due to mandates in the state funding (students can get credit for "study hours" on Fridays). We will resume the regular schedule the week of August 11th. Perhaps next summer we can start the four-day summer work week in the latter part of May. Hopefully, someone will be keeping track of any problems that arise from going to the 4-day work week so that we have a means of evaluating how well it went.
The Kern Community College District is revising its strategic plan. They are using an anonymous survey on Survey Monkey to gather input from the district. The survey is at https://www.surveymonkey.com/s/7NGCYZX and the deadline for input is May 8th. College Council wants to make sure as many BC employees fill out the survey as possible.
A group of staff, faculty, and administrators from the three colleges and district office have convened to assess and update the district's strategic plan. BC reps on the group include Zav Dadabhoy, Nan Gomez-Heitzeberg, and Corny Rodriguez. John Means, acting Vice-Chancellor of Educational Services who is leading the effort has asked various governance committees and councils to have a focus group type of discussion. College Council is one of those groups so we took about 10 minutes to have a frank discussion about the mission of the district as a whole and how well we think the district as a whole is doing to fulfill the mission, including the services we receive from the district office to help us meet the needs of the students. What do we think of the vision statement and how well our practices reflect the vision statement? Do we agree with the values and Strategic Goals of KCCD and how well do we think the district as a whole is doing to reflect those values and accomplish those goals?
Sonya Christian used the survey questions as a way to frame the discussion. Each member shared their thoughts in a round-robin type of fashion. One common feeling is that the college is struggling to do quality work with cutbacks in staffing, so there is the continued stress of being overworked. We're not satisfied with the services we're receiving from the district office. One area the district as a whole falls short is creating a collaborative environment in which there is a two-way sharing of ideas and information (it tends too much to be a top-down flow from the district office to the colleges). The district office needs to develop a mission statement that stresses the services they are to provide to the colleges so that the colleges can provide outstanding educational programs and services.
[Link to College Council feedback on KCCD Strategic Plan -- official record sent to district office]
Kate Pluta outlined the program review process for the comprehensive review (link downloads the PowerPoint slides). Four programs piloted the Three-Year Comprehensive Review this spring: Vocational Nursing, Technology Support Services (Information and Media Services), Counseling, and American Sign Language. [Link to 3-Year Comprehensive Review form] The foci of the review process are: program assessment (including outcomes), technology and facilities analysis, trend data analysis, progress on goals, curricular revisions, faculty and staff engagement, and program funding sources outside of GU001 (general unrestricted).
General finding from the pilot: we have remarkable programs and the review process works for all types of programs (instruction, student services, administrative). We're still not clear on the distinction between outcomes and student achievement data and readers of the program reviews are not always clear on what to look for. In our continued process to learning what works and what doesn't work in the program review process, the forms are being refined (just as faculty are always making tweaks to their courses to make it better the next semester).
Closing the Loop document was not ready for College Council. Recall the mid-year Closing the Loop document has a personnel section, a technology section, and a facilities section that outline how our budget decisions mesh with the college goals and plans we set. President Christian has received updates from Todd Coston (Technology) and Jim Coggins (Facilities). The personnel piece will come after the vice-presidents have a chance to confer. The Closing the Loop document will be ready by May 16th and posted on the College Council website (in the Resources section).
Placement Testing -- Accuplacer: as part of the discussions among the faculty who work with pre-collegiate students in English, Math, and Academic Development and the counselors who work with them for the Multiple Measures Assessment Project, they have decided that we need to use an alternative to ACT Compass for placement assessment. English uses EAP that is given to the students at the high schools and the ERWC an alternative to English placement. The desire is to go with Accuplacer from the College Board (SAT folks). Cerro Coso has been using Accuplacer for several years now. We'll need to create an initial setting of placement cut scores and then do a validity testing of the placements next spring. Accuplacer is much easier to set up at the local high schools since it is web-based.
Come to the 20th Chicano/Latino Commencement Celebration, which will be held on May 8th in the BC Cafeteria, at 6:30pm. This is an opportunity to recognize our graduates and transferees. It will be conducted bilingually (English and Spanish) to embrace and share with the family and friends that are primarily Spanish speaking. Students will be given one minute to acknowledge and/or recognize those who have contributed to their accomplishment. Please RSVP to JoAnn Acosta at email@example.com so that we have enough seating.
Next College Council meeting will be September 5, 2014 (regular meeting) and a special one TBD in August to look at the EMP.
Last updated: May 7, 2014
Document author: Nick Strobel