district operations’ department portfolios · the portfolio process is designed to enhance the...

District Operations’ Department Portfolios

for Planning, Evaluation, & Resource Allocation

2011-2013

Planning and evaluation occur continuously throughout the Rancho Santiago Community College District. The “portfolio” process of departmental planning and evaluation represented within this publication is for district-wide support services departments. Because planning, resource allocation, and evaluation are so closely related, and because these activities occur on an ongoing basis, we have developed a structure—the department portfolio—whereby these efforts can be addressed cohesively in one document for District Operations. Each department creates a portfolio that describes its department, assesses its functions and services, identifies its annual goals that relate to the Board of Trustees’ vision and goals, and propose a department technology plan to compliment the work it produces. The cycle of evaluation encourages department staff to regularly assess their program and the manner in which the needs of their clients/customers are addressed in order to maximize the department’s strengths and implement improvements wherever possible. These portfolios prove to be a tool for departments to plan, as a unit, how to use their resources (human, fiscal, facilities), thereby operating in a more efficient manner to serve our constituents/customers/clients. This effort (along with those at Santa Ana College and Santiago Canyon College) is also integrated into our district-wide resource allocation process that takes place annually. To be an effective tool, departments must use the planning portfolio as a guide for department activities throughout the two-year period. Each department set the goals that they want to achieve in June 2011. During the next twelve months, they implement the activities/processes necessary to achieve their goals. In June 2012, staff again evaluated their goals and take stock to ensure that they will be able to complete the remaining goals in the coming year. We acknowledge that the current fiscal instabilities have caused many departments to question if they will be able to achieve their goals. However, we encourage staff to think outside-of-the-box for strategies as the directions of our work should not be compromised. Departments will again revisit the portfolios in June 2013 to wrap up this cycle and plan for the next two-year cycle.

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Table of Contents

Business Operations & Fiscal Services Auxiliary Services

District Safety & Security Facility Planning/District Support

Fiscal Services Information Technology Services

Purchasing, Warehouse, Inventory & Mail Services

Human Resources & Educational Services ACT Center & Corporate Training Institute

Center for International Trade Development Child Development Services

Digital Media Center Human Resources/Risk Management

Public Affairs & Publications Research Department

Resource Development Small Business Development Center

ORG. CHART RECOM

MEND.BUDGETSGOALS SELF- STUDYFUNCTIONS TECH

PLANORG. CHART RECOM MEND.BUDGETSGOALS SELF-

STUDYFUNCTIONS TECH PLAN

Portfolio

Rancho Santiago Community College District

District Operations Planning Portfolio

2011-2013

Auxiliary Services

Department

June 2013

ORG. CHART RECOM




Portfolio

Portfolios for Planning The purpose of the RSCCD portfolios is to provide an instrument for department planning, evaluation, and resource prioritization that is streamlined and that coordinates those related activities.

In good practice, planning processes are cyclic, and priorities for resource allocation result from the identification of goals. That is, evaluation, or program review, conclusions are used to identify future goals; those goals are used for budgeting. After plan implementation, further evaluation results in refined, revised plans, and so forth.

The portfolio process is designed to enhance the cohesion of planning-related activities as well as to allow for maximum customization of planning and evaluation activities for each unique support services department.

The portfolios should be maintained on an ongoing basis, with goals and budgets being updated each year. In this way, the portfolio can be used as a source document for resource allocation requests when needed.

ORG. CHART

DirectorAuxiliary Services

RHONDA LANGSTON

Bookstore Manager THOMAS BONETATI

Bookstore ManagerWILLIAM JEFFERY

Bookstore Operations Specialist

MICHELLE MORALES

Bookstore BuyerCHRISTOPHER WILD

Bookstore StorekeeperRAUL QUINONEZ

KEVIN CLARKE .475 FTE

SAC /Bookstore CashierLOUIS HERNANDEZ .475 FTE

SUE SIEGEL .475 FTEDEBORAH HOLLISTER

.475 FTE

DON EXPRESSBookstore CashiersANN RUIZ .475 FTE

Auxiliary Services SpecialistVELAN MCMINIMYHECTOR RODRIGUEZ

.475 FTE

Bookstore Operations Specialist

MARIA MACIAS

Bookstore StorekeeperZACHARY MCMINIMY

.475 FTE

Senior AccountantKATHLEEN WHITE

Admissions/Records TechSpecialist

JENNIE ADAMS

Information Systems Specialist

CHRISTINE GONZALEZ‐MARTINEZ

Information Systems Specialist

GILBERT COSSIO

Auxiliary Services SpecialistLOAN LYNCH

ROXANNE PACKARD .475 FTE

Auxiliary Services Specialist YASMINA BRICENO

TAWNY CANADAY.475 FTE

Auxiliary Services SpecialistWENDY DAVIS

Information Systems SpecialistJANA CRUZ

Senior CashierVACANT .475 FTE

Bookstore BuyerTHERESA RECINOS

SODEXOEDDIE CORREA

Student Business Office SAC

Cashier’s Office SAC

Cashier’s Office SCC

Bookstore SCCBookstore SACFood Service

Senior CashierGLORIA LUCIO .475 FTE

Organization Chart

FUNCTIONS

Functions

Functions and services provided by the department: BOOKSTORE

Provide the necessary educational tools to serve and benefit the students, faculty and staff at all college locations including textbooks, course supplies and office supplies.

Initiate and coordinate with faculty and other personnel the acquisition of textbooks, supplies and special related material required for instructional programs.

Conduct year round buy back of used books with the ability for customers to inquire on buyback prices online. Purchase supplies and emblematic clothing and soft goods to meet the needs of all students and the college community. Order announcements and graduation attire for all graduates, faculty and staff participating in commencement. Maintain accounts receivable records as they pertain to bookstore for special student programs including EOPS book grants,

Department of Rehabilitation vouchers, scholarships, Veterans Administration and other student support programs established by the Associated Student Government.

Plan/operate convenience store and continue to expand express services to other college sites and centers. Develop and place vending machines in remote locations to provide school supplies and testing supplies

CASHIER’S OFFICE

Collect fees and process refunds for registration fees, parking, health, student ID, material fees, non-resident tuition and enrollment fees.

Review, maintain and correct student registration accounts as they relate to student registration and enrollment. Process photo IDs and collect fees student, staff and faculty identification cards including continuing education sites and centers. Accounts receivable and billing for student tuition and scholarships including: Veterans, Active Military, Department of

Rehabilitation, Journalism, EOPS, Employment Development Department, PSI Business Seminars, Fire Academy, Criminal Justice Academy and Apprenticeship programs.

Set up and maintain deferred tuition payments and audit billing for non-resident tuition and fees. Disburse gas cards and bus passes for special projects such as EOPS and Pathways to Teaching. Direct phone and counter support for inquiries related to registration, administrative holds and billings. Returned check collection for all district funds (Clearing, Bookstore, Community Education and Diversified Funds).

FUNCTIONS

Maintain student information system in coordination with ITS. Test and update system as needed to comply with current billing rates and district standards.

Apply financial aid awards to student accounts and process remaining balances as credit balance and create refund vouchers to be processed by district Accounts Payable.

Work in coordination with Financial Aid and the bookstores to invoice the FALink program and fees. Plan, organize and arrange appropriate training and staff development activities for office as well as other campus departments as

needed. FOOD SERVICE

Provide food service delivery system to meet the needs of students and staff, including catering for college sponsored meetings, events, activities and programs, and special services to accommodate community and student sponsored events.

Contract management of campus dining and catering services, vending services (beverage and snack) and general support services to the district office, colleges, sites, centers, and child development centers.

STUDENT BUSINESS OFFICE

Ensures compliance with accounting and documentation standards to control receipt and disbursement of funds. Confers and meets with associated student government, faculty and administration in the development of budgets under the auspices

of Auxiliary Services and provides financial guidance relevant to expenditures and budget administration. Confers and coordinates with VP’s of Administrative Services at each college, the Assistant Vice Chancellor of Fiscal Services

and the independent external auditors. Serve as Accounts Payable department for Auxiliary Funds (Associated Students, Community Education, Diversified Agency,

Diversified Trust and Student Representation Fund). Process payments of all invoices, purchase orders and reimbursements and verify proper documentation. Collect and process deposits for all funds, issue receipts and classify accounts for input in Datatel Accounting system. Reconcile bank accounts for Associated Students, Community Ed, Diversified Agency, Diversified Trust and Bookstore Funds. Manage Golden State Scholarships and 529 College Savings Plans Disburse Financial Aid hold checks and reissue special program checks including Americorps, Golden State Scholarship and Chaffey

grant checks. Sale of faculty and staff parking permits, gate and elevator cards. Collect non-registration fees: lab breakage, library fines, testing, Continuing Education Division fees, custodial supplies, lost keys,

ELA and Planetarium income. Collect, reconcile and monitor daily parking dispenser and parking citation revenue. Coordinate with District Safety and Security regarding the maintenance and servicing of parking meter dispensers, ordering of

supplies and procurement of new equipment and upgrades as needed.

FUNCTIONS

Sale of discount amusement tickets: movie theatres, amusement parks and other entertainment along with reconciliation and payment of sales/invoices.

Maintain and update the secure RSCCD employee intranet online ticket store. Prepare and disburse change funds for college events and fundraisers. Maintain and file monthly/quarterly sales and use tax for Auxiliary Funds. Process payments for International Student Programs (application and activity fees). Distribute and interpret financial statements and reports to departments quarterly. Perform accounting functions for a variety of assigned accounts and monitors expenditures and other account activities while ensuring

compliance with District procedures. Oversee and manage remote surveillance systems for retail and cash operations and both colleges.

FUNCTIONS

Functions Customers and recipients of services: Students Student clubs and organizations

Faculty and staff

All district divisions and departments Public requesting information

Federal, State and local agencies

GOALS

Goals

1. Annual goals (including staff development goals) – created at beginning of each school year

2. Progress towards goals – created at end of each school year

3. Other accomplishments – created at end of each school year

GOALS

Goals for years 2011-2013

GOAL Responsible Person(s) Completion Date Resource Needs Strengthen internal controls and fraud prevention systems for Auxiliary operations by developing and establishing policies and procedures to ensure fiscal integrity of funds.

Rhonda Langston Thomas Bonetati

Bill Jeffery Jennie Adams Kathy White

Ongoing Goal

Update and maintain the Student Accounts Receivable system operations to serve students with the most efficient up to date technology and services.


Bill Jeffery Jennie Adams

Ongoing Goal

Partner with the Financial Aid Office to directly link student financial aid funds to the bookstore. This will allow students with financial aid to make purchases of textbooks and supplies needed for classes at the start of classes.


Bill Jeffery

February 2012

Continue to lower textbook costs by offering more rental titles, sourcing books from less expensive providers such as internet sellers and wholesalers, and by offering students the opportunity to search internet sellers while earning a commission from these sales.


Bill Jeffery

Ongoing Goal

Enhance communication with student organizations, faculty, and staff through increased participation on committees, attendance at college and student sponsored activities and events.



Ongoing Goal

Establish, maintain and provide a quality customer service program by providing professional training sessions, partnering with other colleges through attendance at national, state, and regional conferences and the use of customer surveys and financial surveys provided by the National Association of College Stores.


Bill Jeffery Jennie Adams

Ongoing Goal

GOALS


GOAL Responsible Person(s) Completion Date Resource Needs Establish and maintain a secure online ticket store for Faculty and Staff located on the RSCCD Employee Intranet that will provide the option to purchase discount tickets remotely and conveniently from any computer via the secure site.

Rhonda Langston Kathy White

January 2013

Update and convert all Student Business Office business forms into PDF files to be made accessible online and through the Department Directories drive in an effort to promote sustainability and reduce paper and printing costs.

Rhonda Langston Gilbert Cossio Kathy White

December 2012

Review and assess the needs and requirements for staffing, space allocation and functions for the Don Bookstore, Cashiers Office, Student Business Office and Food Service operations in relation to the proposed student services building remodel at Santa Ana College (Johnson Campus Ctr).



Ongoing Goal

GOALS

Progress Toward Goals (June 2013)

2011-2013 Goals

Progress Rating 1 – 10

(10 = completed)

Comments

Strengthen internal controls and fraud prevention systems for Auxiliary operations by developing and establishing policies and procedures to ensure fiscal integrity of funds.

8

Staff continues to assess areas of risk and develop policies and procedures utilizing the District’s external auditors as a resource. Staff worked with Pacific Parking Systems Inc. in coordination with campus safety to enhance meter collection cash cases with separate key access and locks as well as enhance various logs and control measures.

Update and maintain the Student Accounts Receivable system to serve students with the most efficient up to date technology and services. Migrate to a more secure e-commerce platform for credit card processing.

8

Staff coordinated with ITS and a third party vendor and migrated to a new e-commerce platform which offers students greater security measures with credit card processing.

Partner with the Financial Aid Office to directly link student financial aid funds to the bookstore. This will allow students with financial aid to make purchases of textbooks and supplies needed for classes at the start of classes

10

The bookstores implemented a program called FALink for the spring 2012 semester which allows students to purchase directly in the bookstores with their financial aid funds starting on the first day of classes. Lead cashiering staff assisted in the set up of the FALink program in order to properly manage charges and FA receivables.

Continue to lower textbook costs by offering more rental titles, sourcing books from less expensive providers such as internet sellers and wholesalers and by offering students the opportunity to search internet sellers while earning a commission from these sales.

8

The bookstores are operating rental programs that are supported by three major textbook wholesalers. These programs allow the bookstores to offer over half of the titles for classes as rentals up to 70% off the retail price. Titles are sourced from major wholesalers at discounts and from Bookbyte, an internet seller consolidator. Staff also implemented a web program called Verba, which allows students to view the prices of many different internet sellers and purchase from them while earning the bookstores a commission.

GOALS

Establish, maintain and provide a quality customer service program by providing professional training sessions, partnering with other colleges through attendance at national, state, and regional conferences and the use of customer surveys and financial surveys provided by the National Association of College Store.

8

Auxiliary staff attended regional and national industry educational sessions and conferences to stay on top of recent trends in the Enterprise operations. Management has offered staff seminars to train staff in various aspects of operations to enhance customer service and loss prevention. The campus bookstores participated in the NACS Financial Survey which compared operations to bookstores across the country to identify strengths and weaknesses in financial operations. The bookstore management is looking to participate in the NACS Customer Survey which will survey students, faculty and staff; comparing responses to national results.

Establish and maintain a secure online ticket store for faculty and staff located on the RSCCD Employee Intranet that will provide the option to purchase discount tickets remotely and conveniently from any computer via the secure site.

7

Staff worked in coordination with ITS to implement and add content from major theme parks on a new secure web page located on the RSCCD Employee Intranet. This allows faculty and staff the ability to purchase discount tickets remotely online. Additional theme park offerings will continue to be added online as they become available.

Update and convert all Student Business Office business forms into PDF files to be made accessible online and through the Department Directories drive in an effort to promote sustainability and reduce paper and printing costs.

8

Staff worked in coordination with ITS to add a new web page on the Sac.edu website and created a public Student Business Office folder on the Department Directories drive which allows faculty, staff and students to access the enhanced digital versions of pertinent forms and reduced triplicate form printing expenses.

Review and assess the needs and requirements for staffing, space allocation and functions for the Don Bookstore, Cashiers Office, Student Business Office and Food Service operations in relation to the proposed student services building remodel at Santa Ana College (Johnson Campus Center).

6

Auxiliary management and lead staff met with architects from Westberg and White and visited other colleges to compare and evaluate bookstore and auxiliary operations and provide feedback as part of the user group for the proposed renovation of Johnson Campus Center on the SAC campus.

GOALS

Accomplishments The Don Bookstore staff reorganized the sales floor to allow better presentation of merchandise, proper sales floor allocation of products based on sales volume, product adjacencies and customer flow. Storage space was reorganized, with the removal of a storage area between the original U building and the new U building to better match the organization of the sales floor. Campus stores added additional wholesale sponsors to the rental program to expand the offering of rental titles and to improve price competitiveness. A customer price comparison tool was added to each respective bookstore website. This program, Verba, allows customers to compare prices on required titles from various internet sellers and purchase from them while earning the bookstores a commission. Bookstore management expanded the hiring of student workers as an integral part of the bookstore operations which resulted in a cost savings. FA Link was implemented at both campus stores in Spring 2012 allowing students to use their pending financial aid awards (while creating a receivable on the student account) to be paid off at the time of the financial aid disbursement using a software link from Datatel to the WinPrism Point-of-Sale system. Bookstore Management hosted an academic senate meeting where textbook sell-through, the amount of textbooks sold compared to the class size, and the effects of making early adoptions has on students purchasing their textbooks in a continuing effort to communicate and educate faculty as a means to reduce the overall costs of textbooks.

‘ Auxiliary staff in coordination with Safety and Security purchased 12 new parking meter dispensers for both SAC and SCC with enhanced credit card and solar panel features. The new machines were installed and provide enhanced security features with separate key access and locked cases for internal control and separation of duties between Student Business Office staff and Safety and Security officers collecting the cases. Cashiering staff implemented a new e-commerce platform with enhanced security features and transferred remaining credit card applications to a third party vendor for processing and worked with division offices to ensure all mandatory course material fees were updated and attached to course registration. . Student Business Office staff implemented a new secure web page located on the RSCCD Employee Intranet which offers faculty and staff the ability to purchase discounted tickets remotely online for a variety of major theme parks. Student Business Office staff updated and converted pertinent business forms to PDF to provide accessibility to users and reduce printing expenses. Management sponsored seminars to train staff in various aspects of operations to enhance customer service and loss prevention practices and supported staff in attending district sponsored workshops for active shooter training and disaster preparedness.

TECH PLAN

Department Technology Plan

Include software, hardware, and training needs.

Continuous upgrade and replacement plan for computer hardware, printers, and software for Bookstore Operations, Cashier Office, and Student Business Office functions. Bookstore POS (Point of Sale System) Perpetual Inventory – purchase hand held mobile POS devices for SAC and SCC Update and add mobile version of bookstore website Expand online store to include merchandise and clothing

Parking Meter Dispensers Add solar panels to replace old battery operated machines Add credit card acceptance capability to parking meter dispensers Online reporting capability for variance reports and backup documentation Student Financial Services Add secure web page for remote ticket sales Convert all forms to PDF files and provide online accessibility Create District Auxiliary Services web page

BUDGETS

Budget and Expenditures

SELF- STUDY

Self-Study

Self-study standard questions: 1. How do persons served by the program evaluate its adequacy, efficiency, and effectiveness?

Through the use of surveys, focus groups, committee attendance, and employee performance evaluations. Department staff and management attend local, state and national educational training sessions for their specific area. Feedback is also given in the District Master Plan and the Student Satisfaction Survey.

2. Are the services comparable in quality and scope to those offered by similar programs at other colleges? Auxiliary Services is comparable in quality and scope in relation to a self-operated bookstore operation, a contracted food service and cashiering, photo ID and Student Business Office functions. Other districts vary in size and scope and may have multiple offices and managers depending on the number of sites and centers.

3. What efforts does the program make to continually upgrade its services? Regular staff meetings are held with an emphasis on a quality customer service approach to doing business. Continuous liaisons with student service departments and academic divisions and the Associated Student Body. Surveys and focus groups are also used to obtain feedback and to upgrade services.

4. How much progress has been made towards program goals?

Annual goals established and evaluated. See attached goals with completion dates.

SELF- STUDY

Self-Study

Self-study standard questions: 5. What are the strengths and weaknesses of the program?

Strengths Staff have been cross trained to meet shortages in staff and reduced hours yet the emphasis remains on superior customer service and accountability. We have a high degree of efficiency and the ability to accommodate large volumes of students through cashiers, bookstore and food service during peak periods by utilizing student workers and online service delivery methods. Weaknesses Training staff to respond and adjust to changes in textbook distribution and online registration processes.

6. How successful has the department been in obtaining grants?

We have successfully worked with faculty and students in support of Innovation Grants, ASG Leave a Legacy funding and other special project funding.

We have obtained funds for the Soldiers to Scholars Event in support of the Veterans Resource Center and the Office of College Advancement. Management will continue to apply for the SAC Foundation Student Success Grant Program.

7. What are future trends expected to impact resource development?

Not applicable.

RECOM MEND.

Recommendations

ORG. CHART RECOM




Portfolio



2011-2013

District Safety and Security

Department

ORG. CHART RECOM




ORG. CHART RECOM




Portfolio





ORG. CHART

Organization Chart

FUNCTIONS

Functions

Functions and services provided by the department: The purpose of the district safety and security department is to support the missions of the colleges, SAC and SCC, and their sites, and the Rancho Santiago Community College District by providing a safe and secure learning and working environment for students, employees and guests at our facilities.

The Director of district safety and security and the Supervisors/Lieutenants perform, or provide oversight of district safety officers and other staff who perform, these functions:

1. Assign and schedule district safety officers (DSO’s), unarmed and non-sworn uniformed security personnel, to both colleges and their sites and centers to ensure adequate and appropriate security coverage.

2. DSO’s patrol campuses effectively and visibly to deter crime and to be available to provide assistance, information, and safety and security related services to students, employees and guests.

3. Respond to serious incidents and emergencies, providing first aid and CPR to injured or ill persons.

4. Respond to criminal incidents and other disruptive events rapidly and appropriately, making efforts to restore a peaceful environment. Request help from local law enforcement agencies when necessary.

5. Maintain accurate documents, records and reports about incidents, crimes, emergencies and daily activities.

6. Enforce parking and traffic regulations on campus to prevent accidents and ensure pedestrian and vehicular safety.

7. Provide security coverage for special events

8. Work with Administrative Services department and Maintenance and Operations staff to identify and correct safety hazards.

FUNCTIONS

9. Monitor fire and life safety alarms systems and intrusion alarm systems to ensure proper functioning and to ensure timely response to alarm activations.

10. Coordinate information and efforts with student services staff, counseling staff and other site administrators to address student disciplinary problems and to prevent potentially violent activities.

11. Work with Human Resources and Risk Management to manage workplace violence incidents and threats

12. Conduct crime prevention and awareness programs, develop and post safety alert bulletins to inform the campus of potential threats, provide safety awareness presentations to staff and student groups, provide email alerts and safety posters.

13. Monitor crime reports and direct increased patrols to locations where crimes occur

14. Liaison with local law enforcement agencies to ensure effective working relationships

15. Maintain effective Lost and Found Property program

16. Respond to changes in the environment at and around our campuses by recommending policy or procedural changes to improve safety and security of students and employees

17. Maintain and schedule the electronic access control/door locking systems and key control/issuance system at the district office

18. Manage the conference room reservations program at the district office

FUNCTIONS

Functions

19. Schedule and monitor the HVAC system at the district office, work with Facilities staff to ensure proper functioning

20. Develop emergency communications plans in concert with the Director of Public Affairs and designated emergency response personnel at all sites

21. Develop, maintain and test emergency preparedness programs for the district and its sites.

22. Participate and provide leadership on safety committees at each college and site.

23. Provide training and staff development for employees in the emergency preparedness programs.

24. Ensure DSOs maintain training in First Aid and CPR/AED

25. Represent the district at the Orange County Emergency Management Organization (OCEMO)

26. Assist with the implementation of emergency communications plans and provide employee training on emergency communications systems

Customers and recipients of services: Students, employees, visitors

TECH PLAN

Goals


Reduce criminal incidents throughout the district to enhance the safety and security of students and staff

Respond quickly and appropriately to every threat to the peaceful learning and working environment at every facility, mitigate disruptions, and restore safe and secure environment

Increase and improve parking enforcement program at SAC and SCC and other RSCCD sites and centers

With help from ITS, monitor and maintain a network based district-wide video surveillance system

Establish and periodically review video surveillance system policies and procedures

Manage and monitor the video surveillance system to maximize its usefulness to the sites, colleges and district

Ensure total compliance with SB1626 school security course requirement for DSOs, annual CPR/AED, First Aid, and FEMA first responder emergency preparedness courses

Provide community policing and customer service training to department staff.

Provide emergency preparedness training to department staff

Review and revise Department Policies and Procedures Manual

TECH PLAN

Goals for years 2011 - 2013

GOAL Responsible Person(s) Completion Date Resource Needs Reduce criminal incidents at each site

Lt. Wooley and Lt. Winter, Sgts. Fangrat, Gouldsmith, and

Stowell and district safety officers

Compile and compare crime statistics at end of

each calendar year

Timely reviews to identify trends in

criminal activities and briefings with patrol officers regarding

prevention activities to reduce incidents of

crime Respond quickly and appropriately to every threat to the peaceful learning and working environment at every facility, mitigate disruptions, and restore safe and secure environment

Same as above Review after every serious incident

Increase and improve parking enforcement program at SAC and SCC

Al Chin, Lts. Winter and Wooley, district safety officers

Review at end of each year

Establish video surveillance system policies and procedures

Al Chin End of March, 2012

TECH PLAN

Manage and monitor the video surveillance system to maximize its usefulness to the sites, colleges and district

Al Chin Monitor installations of systems at each site, and manage them when they are completed

Provide training to department staff: ensure total compliance with SB1626 school security course requirement, annual CPR/AED, First Aid.

Al Chin, Lts. Wooley and Winter

June 30, 2012 Funds for instructors and training materials. Funds for substitute

officers on release time for training


Lts. Winter and Wooley December, 2012 Funds for instructors and instructional

materials. Funds for substitute

officers on release time for training

Provide emergency preparedness training to department staff

Al Chin, Lts. Winter and Wooley

December, 2012 Funds for instructional materials and subs for officers on release time

Review and revise Department Policies and Procedures Manual

Al Chin, Lts. Winter and Wooley

December 2013

TECH PLAN


2009-2011 Goals Progress Rating 1 – 10

(10 = completed)

Comments

Reduce criminal incidents at each site 6.5 Unfortunately there has been a slight increase in annual criminal incidents at SCC since 2010, though the total number remains very small. The total number of crimes reported annually at SAC and at CEC has decreased each year. Every incident is reviewed and examined in conjunction with other incidents to establish any trends or patterns.

Increase and improve parking enforcement program at SAC and SCC

7 There has been a steady increase in the number of citations written at SCC, with all officers contributing to the total. Daily checks of parking meters is carried out by the officers to refute accusations of meters not working. SAC has not kept pace in their parking enforcement program. Lt. Wooley will be working with his officers to improve in this area. The district replaced parking citation collection vendors in 2011, and their efficiency, effectiveness and more aggressive collections procedures for delinquent and out of state violators have increased annual revenues generated by the parking enforcement program.

Provide emergency preparedness training to all employees

10 Staff at SCC was involved in an extensive training day focusing on emergency procedures, roles of floor captains, and active shooter drills. Orange Police were involved in the training and associated table top exercises. A similar training day was provided to SAC employees. Emergency preparedness training regarding the ICS and FEMA guidelines was provided to managers and ICS members at all sites. Other emergency preparedness seminars are provided to faculty and staff on flex days before the beginning of each semester. Mass communications training: emails, AlertU, BERBEE, fire alarm

TECH PLAN

PA systems, was provided annually


5 Officers are reminded of their responsibilities in providing a customer focused response to our community. They are encouraged to engage with students and staff while on patrol and address concerns they may have. A dedicated training package would be beneficial to officers.

Provide training to department staff: ensure total compliance with SB1626 school security course requirement, annual CPR/AED, First Aid

7.5 First Aid/CPR/AED training was provided to DSOs each year at SAC and SCC. Those who could not attend are notified and required to complete these courses.

Help IT and other RSCCD departments with the installation of a network based district-wide video surveillance system

8.5 Phase one of the video surveillance system is complete. Other needs were identified during this installation, which were beyond the scope of the first phase. Plans are in place to address these needs, which include additional cameras at SCC, OEC, CEC and SAC, along with a new system for the Sheriff’s Training Academy.

Establish video surveillance system policies and procedures

10 The policies and procedures should be reviewed and updated annually

Review and revise department Policies and Procedures Manual

1 This will be a priority and should be done by end of 2014

TECH PLAN



Network based video surveillance system at all sites, to enhance safety and security of students, staff and guests. Video management software program that will allow multiple levels of access and operations to authorized employees. Adequate servers space to allow 30 days storage of recorded images. High definition cameras. Training for authorized users.

Consider the installation of access control systems in new construction

Explore the existence and cost of a paperless records management software system that would integrate daily activity logs, crime reports, incident reports

Upgrade cell-phones used by district safety officers to enhance their ability to receive data and images from video surveillance systems, fire safety alarm systems, intrusion alarm systems

Review conditions of two way radio communications system

Review existing mass communications systems to ensure they meet our needs: BERBEE, fire alarm P.A. systems, AlertU, Datatel. Ensure authorized users receive regular training

Supply and Install lap top computers in our patrol vehicle to enable officers to complete reports, daily logs, monitor the video surveillance system and make DataTel enquiries without returning to their office. This improves the service we provide and also increases visibility on the campus.

BUDGETS


1/04/09 Budget to Actual Report Ending 07/31/2009 Page: 1 Options - Available/Met/Exceeded Budget Fiscal Year: 2010 FUND: 11 - General Fund Unrestricted GL Account Allocated Budget Actual % Used Available -------------------------------------------------------------- ---------------- ---------------- ---------- ---------------- 11-0000-675000-54161-5210 Conference Expenses : Safety & Secu 500.00 0.00 0.00 500.00 11-0000-675000-54162-5210 Conference Expenses : Environ Safet 750.00 0.00 0.00 750.00 11-0000-677000-54161-2110 Classified Management : Safety & Se 53,826.00 4,485.50 8.33 49,340.50 11-0000-677000-54161-2130 Classified Employees : Safety & Sec 42,444.00 1,768.50 4.17 40,675.50 11-0000-677000-54161-3215 PERS - Non-Instructional : Safety & 9,428.00 607.20 6.44 8,820.80 11-0000-677000-54161-3315 OASDHI - Non-Instructional : Safety 6,015.00 395.22 6.57 5,619.78 11-0000-677000-54161-3325 Medicare - Non-Instructional : Safe 1,407.00 92.43 6.57 1,314.57 11-0000-677000-54161-3415 H & W - Non-Instructional : Safety 18,791.00 592.21 3.15 18,198.79 11-0000-677000-54161-3435 H & W - Retiree Fund Non-Inst : Saf 971.00 63.89 6.58 907.11 11-0000-677000-54161-3515 SUI - Non-Instructional : Safety & 290.00 19.17 6.61 270.83 11-0000-677000-54161-3615 WCI - Non-Instructional : Safety & 2,134.00 140.54 6.59 1,993.46 11-0000-677000-54161-3915 Other Benefits - Non-Instruct : Saf 2,830.00 134.09 4.74 2,695.91 11-0000-677000-54161-4610 Non-Instructional Supplies : Safety 9,690.00 0.00 0.00 9,690.00 11-0000-677000-54161-5100 Contracted Services : Safety & Secu 118,576.00 0.00 0.00 118,576.00 11-0000-677000-54162-2110 Classified Management : Environ Saf 82,200.00 6,850.00 8.33 75,350.00 11-0000-677000-54162-2320 Classified Employees - Hourly : Env 5,520.00 0.00 0.00 5,520.00 11-0000-677000-54162-3215 PERS - Non-Instructional : Environ 8,640.00 665.07 7.70 7,974.93 11-0000-677000-54162-3315 OASDHI - Non-Instructional : Enviro 5,516.00 430.23 7.80 5,085.77 11-0000-677000-54162-3325 Medicare - Non-Instructional : Envi 1,290.00 100.62 7.80 1,189.38 11-0000-677000-54162-3415 H & W - Non-Instructional : Environ 12,527.00 1,286.75 10.27 11,240.25 11-0000-677000-54162-3435 H & W - Retiree Fund Non-Inst : Env 890.00 69.88 7.85 820.12 11-0000-677000-54162-3515 SUI - Non-Instructional : Environ S 267.00 20.96 7.85 246.04 11-0000-677000-54162-3615 WCI - Non-Instructional : Environ S 1,957.00 153.73 7.86 1,803.27 11-0000-677000-54162-3915 Other Benefits - Non-Instruct : Env 2,637.00 137.67 5.22 2,499.33 11-0000-677000-54162-4610 Non-Instructional Supplies : Enviro 14,169.00 144.61 1.02 14,024.39

BUDGETS

11-0000-677000-54162-5100 Contracted Services : Environ Safet 1,900.00 0.00 0.00 1,900.00 11-0000-677000-54162-5220 Mileage/Parking Expenses : Environ 100.00 0.00 0.00 100.00 11-0000-677000-54162-5505 Communications Maintenance : Enviro 1,300.00 0.00 0.00 1,300.00 11-0000-677000-54162-5631 Maint Contract - Other Equip : Envi 3,750.00 0.00 0.00 3,750.00 11-0000-677000-54162-5880 Internet Services : Environ Safety 300.00 0.00 0.00 300.00 11-0000-677000-54162-5895 Other Licenses & Fees : Environ Saf 2,878.00 90.00 3.13 2,788.00 11-0000-677000-54162-5940 Reproduction/Printing Expenses : En 500.00 0.00 0.00 500.00 11-0000-677000-54162-6410 Equipment - All Other > $1,000 : En 30,990.00 0.00 0.00 30,990.00 11-0000-677000-54162-6419 Equip/Software - >$200 <$1,000 : En 3,456.00 0.00 0.00 3,456.00 11-0000-677000-54163-2130 Classified Employees : Safety & Par 0.00 165.21- 0.00 165.21 11-0000-677000-54163-2310 Classified Employees - Ongoing : Sa 0.00 609.64- 0.00 609.64 11-0000-677000-54163-3215 PERS - Non-Instructional : Safety & 0.00 59.68- 0.00 59.68 11-0000-677000-54163-3315 OASDHI - Non-Instructional : Safety 0.00 38.11- 0.00 38.11 11-0000-677000-54163-3325 Medicare - Non-Instructional : Safe 0.00 11.24- 0.00 11.24 11-0000-677000-54163-3335 PARS - Non-Instructional : Safety & 0.00 2.08- 0.00 2.08 11-0000-677000-54163-3415 H & W - Non-Instructional : Safety 0.00 0.00 0.00 0.00 11-0000-677000-54163-3435 H & W - Retiree Fund Non-Inst : Saf 0.00 7.76- 0.00 7.76 11-0000-677000-54163-3515 SUI - Non-Instructional : Safety & 0.00 3.20- 0.00 3.20 11-0000-677000-54163-3615 WCI - Non-Instructional : Safety & 0.00 17.04- 0.00 17.04 11-0000-677000-54163-3915 Other Benefits - Non-Instruct : Saf 0.00 0.00 0.00 0.00 11-0000-695000-54161-2110 Classified Management : Safety & Se 53,826.00 4,485.50 8.33 49,340.50 11-0000-695000-54161-2130 Classified Employees : Safety & Sec 0.00 1,768.50 0.00 1,768.50- 11-0000-695000-54161-2340 Student Assistants - Hourly : Safet 10,000.00 0.00 0.00 10,000.00 11-0000-695000-54161-3215 PERS - Non-Instructional : Safety & 6,141.00 607.20 9.89 5,533.80 11-0000-695000-54161-3315 OASDHI - Non-Instructional : Safety 3,920.00 395.22 10.08 3,524.78 11-0000-695000-54161-3325 Medicare - Non-Instructional : Safe 917.00 92.43 10.08 824.57 11-0000-695000-54161-3415 H & W - Non-Instructional : Safety 6,264.00 592.21 9.45 5,671.79

BUDGETS

Rancho Santiago Community College District 11/04/09 Budget to Actual Report Ending 07/31/2009 Page: 2 Options - Available/Met/Exceeded Budget Fiscal Year: 2010 FUND: 11 - General Fund Unrestricted GL Account Allocated Budget Actual % Used Available -------------------------------------------------------------- ---------------- ---------------- ---------- ---------------- 11-0000-695000-54161-3435 H & W - Retiree Fund Non-Inst : Saf 632.00 63.89 10.11 568.11 11-0000-695000-54161-3515 SUI - Non-Instructional : Safety & 188.00 19.17 10.20 168.83 11-0000-695000-54161-3615 WCI - Non-Instructional : Safety & 1,391.00 140.54 10.10 1,250.46 11-0000-695000-54161-3915 Other Benefits - Non-Instruct : Saf 1,480.00 134.08 9.06 1,345.92 11-2390-651000-54161-5550 Security Systems & Services : Safet 10,000.00 0.00 0.00 10,000.00 11-2390-657000-54162-5505 Communications Maintenance : Enviro 20,158.00 0.00 0.00 20,158.00 11-2390-677000-54162-5525 Hazardous Materials Removal : Envir 29,407.00 177.40 0.60 29,229.60 =============================================================================================================================== Totals for FUND: 11 - General Fund Unrestricted 592,763.00 25,810.45 4.35 566,952.55

BUDGETS

Rancho Santiago Community College District 11/04/09 Budget to Actual Report Ending 07/31/2009 Page: 3 Options - Available/Met/Exceeded Budget Fiscal Year: 2010 FUND: 12 - General Fund Restricted GL Account Allocated Budget Actual % Used Available -------------------------------------------------------------- ---------------- ---------------- ---------- ---------------- 12-3610-695000-54163-2130 Classified Employees : Safety & Par 301,232.00 110.14- 0.03- 301,342.14 12-3610-695000-54163-2310 Classified Employees - Ongoing : Sa 114,742.00 192.93 0.17 114,549.07 12-3610-695000-54163-2320 Classified Employees - Hourly : Saf 100,000.00 3,087.65 3.09 96,912.35 12-3610-695000-54163-2340 Student Assistants - Hourly : Safet 10,000.00 0.00 0.00 10,000.00 12-3610-695000-54163-3215 PERS - Non-Instructional : Safety & 29,941.00 290.88 0.97 29,650.12 12-3610-695000-54163-3315 OASDHI - Non-Instructional : Safety 27,237.00 185.73 0.68 27,051.27 12-3610-695000-54163-3325 Medicare - Non-Instructional : Safe 7,688.00 45.98 0.60 7,642.02 12-3610-695000-54163-3335 PARS - Non-Instructional : Safety & 1,219.00 2.95- 0.23- 1,221.95 12-3610-695000-54163-3415 H & W - Non-Instructional : Safety 71,160.00 0.00 0.00 71,160.00 12-3610-695000-54163-3435 H & W - Retiree Fund Non-Inst : Saf 4,155.00 31.70 0.76 4,123.30 12-3610-695000-54163-3515 SUI - Non-Instructional : Safety & 202.00 8.94 4.43 193.06 12-3610-695000-54163-3615 WCI - Non-Instructional : Safety & 9,802.00 69.76 0.71 9,732.24 12-3610-695000-54163-3915 Other Benefits - Non-Instruct : Saf 8,100.00 0.00 0.00 8,100.00 12-3610-695000-54163-4610 Non-Instructional Supplies : Safety 18,700.00 0.00 0.00 18,700.00 =============================================================================================================================== Totals for FUND: 12 - General Fund Restricted 704,178.00 3,800.48 0.54 700,377.52

SELF- STUDY

Self-Study


Conduct periodic surveys of staff and students to measure our effectiveness, adequacy and efficiency

2. Are the services comparable in quality and scope to those offered by similar programs at other colleges? Review websites and confer with peers at neighboring community colleges

3. What efforts does the program make to continually upgrade its services?

Attend training sessions in relevant topics offered by ASCIP. Participate in professional organizations like OCEMO and CCCUPCA. Review professional publications like Campus Safety

4. How much progress has been made towards program goals? Many of the goals established in the 2009-2011 Planning Portfolio were completed, or substantially completed. A mid-year reorganization resulted in the abolishing of the Environmental Safety and Emergency Services manager position. Responsibilities and duties of the position were divided between the Risk Manager and the Director of District Safety and Security. The Director of District Safety and Security retained most of the emergency preparedness responsibilities.

SELF- STUDY

Self-Study


Strengths We have a number of flexible, service oriented and congenial individual district safety officers who truly embrace their roles and are responsive to the needs and become key members of the site’s and district’s teams.

Weaknesses The number of officers assigned to each site meets the minimal needs and could be overwhelmed should catastrophic events occur. Our staffing plan relies on part-time officers and we have continuous attrition among these positions. We still rely on paper documents, with some officers who lack the skills and desire to convert to more efficient technology. Websites need to be updated and improved


Not successful


Funding expected from the state and federal government continues to look like it’ll be reduced.

RECOM MEND.

Recommendations

ORG. CHART RECOM




Portfolio


Facility Planning and District Operations Planning Portfolio

2011-2013

June 2013

ORG. CHART RECOM




Portfolio





ORG. CHART

Organization Chart Facility Planning and District Operations

FUNCTIONS

Functions

Functions and services provided by the department: Manage district office facility

Manage all construction activity district-wide

Plan, develop and implement scheduled maintenance program

Plan, develop and implement hazardous materials abatement projects

Plan, develop and implement energy management system

Maintain all facility related documents related to construction. Includes all blueprints and CADD drawings

Plan, maintain budget and negotiate rates for all utilities for entire district

Maintain permits issued by governing agencies

FUNCTIONS

Functions

Customers and recipients of services: District Office RSCCD employees

District Office tenants

Visitors to District Office

Staff and students at Santa Ana and Santiago Canyon Colleges

General population that uses district facilities for non-college related activities

GOALS

Goals




GOALS


GOAL Responsible Person(s) Completion Date 1. Complete the construction of the Child Development Center at

Santa Ana College. Construction Supervisor October 2011

2. Complete construction of the Maintenance & Operations

Building at Santiago Canyon College. Director of District Construction and

Support Services May 2013

3. Work with Master Architect and college staffs to assist with their

master plan for each of the colleges Director of District Construction and

Support Services On Going

4. Provide support to the colleges to meet their need for newly constructed or remodeled facilities

Director of District Construction and Support Services

On Going

5. Work with college staffs to define roles and responsibilities as they relate to facilities.


On Going

6. Perimeter site improvement along Bristol and 17th Street at Santa Ana College

Construction Supervisor October 2013

7. Complete the construction of the Athletics & Aquatics Complex at Santiago Canyon College


April 2013

8. Complete the construction of the Humanities Building at Santiago Canyon College


June 2013

9. Complete the construction of the Loop Road at Santiago Canyon College


February 2013

GOALS

10. Complete the construction of the Signalization work at Santiago Canyon Entry and Chapman Road at Santiago Canyon College


April 2012

11. Work with ITS to provide infrastructure to support the installation of surveillance and technology plan. This Includes installation of fiber optic and power distribution to support the ITS Infrastructure.

Construction Supervisor April 2013

12. Complete the demolition of the old CDC Building at Santa Ana College


June 2013

13. Prepare Bid package for the Cul-de-sac / Parking lot, College Ave realignment and Soccer field work at Santa Ana College


June 2013

14. Work with Structural Engineer in Preparing Seismic Upgrade Documents for the Bookstore at Santa Ana College

Construction Supervisor December 2011

15. Parking lot expansion and retention basis at Santa Ana College


January 2014

GOALS



(10 = complete)

Comments

1. Complete the construction of the Child Development Center at Santa Ana College.

10

2. Complete construction of the Maintenance & Operations Building at Santiago Canyon College.

10

3. Work with Master Architect and college staffs to assist with their master plan for each of the colleges

NA

4. Provide support to the colleges to meet their need for newly constructed or remodeled facilities

NA

5. Work with college staffs to define roles and responsibilities as they relate to facilities.

NA

6. Perimeter site improvement along Bristol and 17th Street at Santa Ana College

5

7. Complete the construction of the Athletics & Aquatics Complex at Santiago Canyon College

10

GOALS

8. Complete the construction of the Humanities Building at Santiago Canyon College

9 The Humanities Building will be ready for classes Fall 2013

9. Complete the construction of the Loop Road at Santiago Canyon College

10

10. Complete the construction of the Signalization work at Santiago Canyon Entry and Chapman Road at Santiago Canyon College

10

11. Work with ITS to provide infrastructure to support the installation of surveillance and technolog plans. Includes installation of fiber optic and power distribution to support the hardware.

10

12. Complete the demolition of the old CDC Building at Santa Ana College

10

13. Prepare Bid package for the Cul-de-sac / Parking lot, College Ave realignment and Soccer field work at Santa Ana College

10

14. Work with Structural Engineer in Preparing Seismic Upgrade Documents for the Bookstore at Santa Ana College

5

15. Parking lot expansion and retention basis at Santa Ana College complete

5 Out to bid.

TECH PLAN



One of the identified goals is to work with ITS to provide infrastructure to support the installation of the technology plans which includes installation of fiber optic and power distribution to support the hardware and training needs.

Convert hard copy record retention to electronic storage. The electronic record storage is underway.

Implement best practices to stream line routine paperwork including contract, project, and fiscal management. Develop regular reports to document project and fiscal status at any given time.

BUDGETS

Construction and Support Services Budget and Expenditures

Object Code 2010-2011 2011-2012 2012-2013

Budgeted Expended Budgeted Expended Budgeted Expended 1000 0.00 0.00 0.00 0.00 0.00 0.00 2000 266,904.00 66,726.00 266,904.00 244,662.00 291,409.00 299,032.71 3000 103,238.00 21,531.77 102,462.00 92,945.32 117,022.00 114,659.40 4000 1,810.00 109.78 1,600.00 1,057.39 819.00 783.67 5000 1,200.00 169.68 2,000.00 995.84 1,000 783.67 6000 0.00 0.00 0.00 0.00 0.00 0.00 7000 0.00 0.00 0.00 0.00 0.00 0.00 TOTAL 373,152.00 88,537.23 372,966.00 339,660.55 410,250.00 414,905.81

BUDGETS

Maintenance and Operations Budget and Expenditures

Object Code 2010-2011 2011-2012 2012-2013

Budgeted Expended Budgeted Expended Budgeted Expended 1000 0.00 0.00 0.00 0.00 0.00 0.00 2000 17,491.00 15,945.00 0.00 0.00 47,268.00 45,891.84 3000 0.00 5,325.57 25,600.00 20,383.24 33,418.00 31,744.22 4000 4,700.00 982.32 4,300.00 2,220.54 4,040.00 159.69 5000 441,007.00 112,222.07 509,792.00 293,141.65 148,477 142,616.40 6000 0.00 0.00 0.00 0.00 0.00 0.00 7000 0.00 0.00 0.00 0.00 0.00 0.00 TOTAL 463,198.00 134,474.96 539,692.00 315,745.43 233,203.00 223,443.36

SELF- STUDY

Self-Study


There are periodic surveys done as part of the self study process and program review.

2. Are the services comparable in quality and scope to those offered by similar programs at other colleges and institutions? There are organizations of Facility Planning Officers for California Community Colleges to share ideas and compare service levels.

3. What efforts does the program make to continually upgrade its services? Solicit feedback from constituents that use the service. Meetings are held on a regular basis with District Office and Colleges staff members to review progress schedule, monitor delays, and completion status.

4. How much progress has been made towards program goals? We conduct regular meetings with staff to discuss issues and future plans for the department

Program goals are moving along as scheduled. One of the goals is dependent on fiscal support to purchase needed equipment.

SELF- STUDY

Self-Study


This past year, the program has begun a transition from closing project for Measure E and preparing for Measure Q, along with a significant staff turnover. This provides opportunity to review and enhance project management, fiscal accounting practices, and program success.


This department works closely with space planning, the State and Local governments that support Community College Facility programs to maximize our district’s resources.

RECOM MEND.

Recommendations

It is recommended that a single list of “Approved Projects” be developed prior to the start of each fiscal year. The projects should be directly tied back to the short and long term plans developed by the two Colleges and District. The projects can be sorted by “Capital Projects,” “Facility Modification Projects,” “Scheduled Maintenance Projects,” “Hazardous Materials Projects,” “ADA Projects,” “Grants Projects,” and “Other Projects.” The funding source and required completion date shall also be shown to allow for prioritization of projects. “Unplanned Projects” should also be listed to be able to measure their relative importance to the planned projects. The list should be updated and widely distributed at the start of each fiscal year and each time a project is added or deleted.

ORG. CHART RECOM




Portfolio



2011-2013

FISCAL SERVICES

Department

Final Report June 2013

ORG. CHART RECOM




Portfolio





ORG. CHART

Organization Chart June 2013

FUNCTIONS

Functions

Functions and services provided by the department:

The primary mission of the Fiscal Services Department is to efficiently and effectively serve as the financial center for the District’s fiscal operations while providing excellent service to our various “customers”. Our main functions include budgeting, accounting, accounts payable, payroll, and Datatel project management. In conjunction with the colleges, the Fiscal Services Department coordinates the annual budgetary process which establishes the expected District revenues, manages general fund and other special funds, properly records actual revenues and expenditures, assures the timely payment of district obligations for the payment of wages and salaries to staff and outside contractors and vendors, provides reports for monitoring budget and expense performance, and complies with external reporting requirements.

Fiscal, Budget, and Accounting These areas ensure all district accounts and funds undergo an annual independent financial audit and follow-up and resolve any related audit issues. We monitor federal, state, and local law changes and revise our practices and procedures as necessary to comply with applicable provisions. We prepare a variety of financial and investment reports, forecasts and projections, cash flow statements, and other various information, calculations and reports for use by internal and external users. We prepare the annual budget assumptions for review and discussion with the Fiscal Resources Committee, establish the revenue budgets, and provide the campuses with their expenditure allocations. We record, summarize and analyze all financial and budgeting transactions for all District funds. We provide reporting for Full Time Equivalent Student (FTES) information compared to target, and fully satisfy compliance reporting and internal requests for attendance information. We also coordinate student financial aid disbursement activities with Financial Aid and Accounts Payable departments and perform internal audit functions as necessary. Accounts Payable The Accounts Payable Department performs the primary non-payroll disbursement function for the District which plays a critical role in its financial cycle. We process for payment the general obligations of the District in accordance with current state and federal laws, education code, district policies and procedures and audit practices. To comply with this we ensure the accuracy, completeness and appropriateness of payments made to outside vendors for goods and services, to staff for expense reimbursements and to students for grants, tuition refunds, stipends and other reimbursements.

In addition, we are responsible for the consistent application of relevant controls, policies, procedures, Federal and State laws in payment processing therefore we disseminate, explain and interpret district, state and federal regulations related to accounts payable functions and implement new district policies and procedures resulting from new legislation. We assist the district in accomplishing its objectives by using a systematic, disciplined approach to evaluate and improve the effectiveness of the entire payables process. Furthermore, we undertake wider roles in fraud prevention, cost reduction, workflow system solutions, cash-flow management and internal controls.

FUNCTIONS

To effectively carry out our functions, we maintain good relationships with vendors through accurate and timely payment and response to inquiries. We closely monitor our timing of payments in order to take discounts, maintain satisfactory credit ratings and avoid or minimize interest expense and penalties due to late payments. We also coordinate the accounts payable activities with the Purchasing Department, Warehouse or receiving departments. We maintain effective relationships with the Orange County Department of Education (OCDE) personnel and departments for a smooth payment processing.

The department provides for an efficient document processing through district-wide centrally-controlled vendor files and vendor payment history. We perform Taxpayer Identification Number (TIN) matching against IRS and SSN records district wide to properly identify correct SS# for students and maintain accurate 1099 payee information to decrease backup withholding and penalty notices and reduce the error rate in TIN validation. We establish and maintain vendor records and archiving of files in accordance with county, local, and state requirements and IRS regulations.

Accounts Payable is required to prepare, withhold, remit and file quarterly and annual reports to Federal and State Agencies for 1099, 1042, 592, 542, etc. We also prepare and provide reports to the Board of Trustees and listings, schedules, documentations and files to OCDE and internal/external auditors. Payroll The Payroll Department is responsible for the collection, preparation, and the timely and accurate processing of the payroll. This includes the proper calculation of payroll taxes and retirement information for all district employees. We process retroactive payments, contract changes and corrections on an as needed basis. Payroll serves as a resource to all district employees regarding any and all payroll issues. Our Payroll Specialists analyze source documents from Human Resources and Risk Management to ensure proper taxation and withholding to each employee. The payroll staff assures compliance with all Federal and State regulations, along with District policies and procedures. Our staff also assists other departments with calculating budget costs associated with new positions.

The department continually updates and adapts to changes in accounting, tax and retirement law regulations. This ensures that our employees pay is accurate and our employees will have up to date salary calculations. The Senior Payroll Specialist maintains records of each employee voluntary deductions and all remittances. This includes any voluntary insurance, union dues, membership dues, savings accounts, retirement accounts, etc. The Payroll staff maintains and updates the Employee Information System with Leave Activity, Pay Check calculations and W-2 copies. This website is available to all employees from any computer at any time. The staff verifies all leave taken to assure compliance with Education Code requirements, collective bargaining agreements. The Accounting Manager of Payroll holds Quarterly Timekeeper meetings to keep all sites up to date with Leave procedures and policies.

With the help of our new Employee Time and Attendance system we balance and process each employee absence on a real time system. We post accruals and absences taken and running balances that are available to each employee through any computer and at any time. This allows our employees to monitor their leave time with the most current balance information available.

FUNCTIONS

The Accounting Manager of Payroll audits, reconciles and files annual, quarterly and monthly reports to Federal and States Agencies. These forms include W-2, W-2C, 1099, 941, DE9423, etc. We process and oversee our third party administrator for our Tax Sheltered Annuity (403(b)) and Deferred Compensation (457) plans.

The department prepares and provides necessary schedules, documentation and files to various auditors. Whether it be our Internal, external auditors or Federal Grant auditors, we furnish all employee payment information to comply with various accounting procedures and Federal and State laws. Project Management The District is currently operating on a fully integrated system called Datatel, an institution-wide information system package serving three key areas: Finance, Human Resources (HR) and Student Services. Project Managers are assigned to each of these areas. One of our primary duties is to provide ongoing support to end users in the most responsive method possible.

Under the direction of the Assistant Vice Chancellor of Fiscal Services, the Finance Project Manager is centrally located at the District Office. We work directly with Information Technology Services (ITS) to coordinate with HR and Student Services to get the most out of our integrated system. We also continue to assess current financial processes and reporting needs of end users and external agencies. Finance training manuals were developed during the implementation stage and they are being updated every year as we provide general ledger/ budget training to new Datatel users.

We act as a liaison among the functional department management and staff, ITS staff, vendors and consultants. It appears that effective and collaborative working relationships have been established between Project Managers and staff throughout the last five years of Datatel implementation. By using approved processes, related procedures and workflows, we constantly assess the operational integrity of the system. We work directly with ITS to review and test new patches as Datatel deploys them. We continue to update our procedures on adding new users into the system with appropriate security classes.

FUNCTIONS

Functions Customers and recipients of services: All District divisions and departments

Public requesting information

Federal, State and Local Agencies

Private organizations and foundations

Students

GOALS

Goals




GOALS

Goals for years 7/1/2011 to 6/30/2013

GOAL Responsible Person(s) Completion Date Resource Needs 1. Strengthen internal controls to safeguard assets and adhere to Federal/State guidelines for all of our programs and grants

Fiscal Services Ongoing Internal Auditor

2. Develop/revise procedures for fiscal services related to budgeting, accounting, payroll, accounts payable and Datatel project management

Fiscal Services Ongoing

3. Enhance communication between district departments and colleges

All Staff Ongoing

4. Continue department training on Datatel Fiscal Services Ongoing 5. Continue to reconcile Datatel general ledger to student accounts receivables

Fiscal Services Ongoing

6. Coordinate the processing of 1098-T reporting in Colleague system for calendar year

Fiscal Services 1/31/2012

7. Working with BAPR Workgroup, complete revision of the Budget Allocation Model


8. Implement further use of Hours Worked Module in TNAS at OCDE

Payroll 6/30/2013

Project on hold due to staffing

GOALS

9. Implement further use of Site Timekeeper and Mgr. Approval Module in TNAS at OCDE

Payroll 6/30/2013


10. Train staff at sites in the use of TNAS for Leave maintenance at the site level

Payroll 6/30/2013


11. Audit and analyzes Medical, Dental, Vision, Life Insurance and TSA billings for employees, dependents, retirees and cobras

Payroll 6/30/2013

Billing Reconciliation Specialist

On hold due to budget constraints

12. Collaborate with Perceptive Software to implement their Image Now Document Software. This project includes generating electronic Absence forms and Timecards

Payroll 4/30/2012

13. Work with sites on Electronic Payroll Timecard processing procedures/Document Imaging

Payroll 6/30/2012

14. Provide accurate electronic reporting of Form 1099 to IRS

Accounts Payable Ongoing

15. Work with Financial Aid in promoting the use of FA link allowing students to use award monies to purchase books from Don Bookstore thereby eliminating check issuance

Accounts Payable Spring 2013

16. Continue to work closely with Facilities Planning to ascertain that retentions, escrows, stop notices, release of stop notices, bonded stop notices, etc. for construction payments are accurate and are properly applied

Accounts Payable Ongoing

GOALS

17. Certify the accuracy of vendor and student information by matching Names and Tax ID numbers (TIN) or SS numbers with IRS Records

Accounts Payable January 2013

18. Work with Rose & Tuck to get Position Control & Payroll Encumbrance implemented

Fiscal Services 6/30/2012 & 6/30/2013

19. Review and audit of our (District’s) Federal/State programs for internal controls and ensure that processes and procedures are correctly put in place to meet program guidelines

Fiscal Services Ongoing Internal Auditor

20. Complete the year end closing calendar Fiscal Services TBD 21. Create new fund(s) in General Ledger to account for one-time vs. ongoing funds


22. Improve the presentation of the district budget book


GOALS



(10 = completed)

Comments

1. Strengthen internal controls to safeguard assets and adhere to Federal/State guidelines for all of our programs and grants

2 More can be done in this area - lack of resources.

2. Develop/revise procedures for fiscal services related to budgeting, accounting, payroll, accounts payable and Datatel project management

7 Continue to update processes and procedures as necessary and as time permits.

3. Enhance communication between district departments and colleges

8 Timekeeper Meetings with Payroll began in June 2010 and will meet quarterly thereafter.

4. Continue department training on Datatel 8 Training is provided regularly.

5. Continue to update Datatel integration by linking student cashiering and student accounts receivables to enrollment reporting

5 Continue to work with Student Receivables to comprehend the Datatel process of how Fiscal & Student integrates.

6. Coordinate the processing of 1098-T reporting in Colleague system for each calendar year

10 Complete, new goal to bring this process in house.

7. Working with BAPR Workgroup, complete revision of the Budget Allocation Model

10 Finalized and in second year of transition.

8. Implement further use of Hours Worked Module in TNAS at OCDE 3 Abandoned.

GOALS

9. Implement further use of Site Timekeeper Module in TNAS at OCDE

10 Implemented 12/31/12.

10. Train staff at sites in the use of TNAS for Leave maintenance at the site level

10 Completed.

11. Audit and analyzes Medical, Dental, Vision, Life Insurance and TSA billings for employees, dependents, retirees and cobras

1 Position filled at 19 hours/week beginning May 2013.

12. Collaborate with Perceptive Software to implement their Image Now Document Software. This project includes generating electronic Absence forms and Timecards

10 Implemented June 2012, next goal is to generate electronic absence forms and timecards.

13. Work with sites on Electronic Payroll Timecard processing procedures/Document Imaging

2 Payroll needs to document the timecard processes and have all sites use the same procedure. Design is in process.

14. Provide accurate electronic reporting of Form 1099 to IRS 10 Datatel has electronic filing capability for 1099. File created was reviewed and prepared for proper IRS formatting requirement. There is no need for 3rd party software. This was completed in 2011.

15. Work with Financial Aid in promoting the use of FA link allowing students to use award monies to purchase books from Don Bookstore thereby eliminating check issuance

10 Completed, worked closely with Financial Aid, Cashiering, OCDE and Accounting in changing disbursement dates to facilitate timely student payments.

16. Continue to work closely with Facilities Planning to ascertain that retentions, escrows, stop notices, release of stop notices, bonded stop notices, etc. for construction payments are accurate and are properly applied

8 A/P and Facilities Planning met with contractors and construction management team to address policies, processes and procedures necessary to implement proper handling of change orders, stop notices, etc. in public construction work. This helped in the timely and accurate payments of progress billings. Ongoing activity.

GOALS

17. Certify the accuracy of vendor and student information by matching Names and Tax ID numbers (TIN) or SS numbers with IRS Records

10 Project is complete, task is now ongoing.

18. Work with Rose & Tuck to get Position Control & Payroll Encumbrance implemented

10 Phase I is complete regarding payroll encumbrances. Phase II is benefits encumbrances and Phase III is for actual Position Control.

19. Review and audit of our (District’s) Federal/State programs for internal controls and ensure that processes and procedures are correctly put in place to meet program guidelines

2 This has been done only for the College Assistance Migrant Program. Other programs need a similar review and assessment by Internal Audit.

20. Complete the year end closing calendar 10 Complete but always updating.

21. Create new fund(s) in General Ledger to account for one-time vs. ongoing funds

10 Complete for 2012/13.

22. Improve the presentation of the district budget book 3 Continuing improvements in the next cycle.

GOALS

Accomplishments

Major accomplishments include the full transition to the new SB361 Budget Allocation Model, beginning the first phase of the document imaging project in the Payroll Department, completing the first phase of the position control project, reorganizing the Fiscal Services department, implementation of FA Link, and updating and improving the year end closing calendar.

TECH PLAN



Due to budget constraints, the department has not been able to replace outdated equipment. We need more efficient computers, with expanded memory and upgraded processing capabilities to be able to accommodate the processing demands of the Datatel system. The department budget for equipment has changed significantly as follows:

*Budget for 2006/07 $61,752

*Budget for 2007/08 $18,798

*Budget for 2008/09 $ 0

*Budget for 2009/10 $ 0

*Budget for 2010/11 $4,000

*Budget for 2011/12 $4,000

*Budget for 2012/13 $4,000

BUDGETS


Object Code 2010-2011 2011-2012 2012-2013

Budgeted Expended Budgeted Expended Budgeted Expended 1000 – Academic Salaries 0 0 0 0 2000 – Classified Salaries 1,927,141 1,739,496 1,798,132 1,752,668 1,968,978 1,868,978 3000 – Employee Benefits 864,096 712,776 846,256 769,547 885,639 855,639 4000 – Books and Supplies 14,500 10,197 13,350 7,995 13,350 6,001 5000 – Services & Other Operating Exp 103,500 46,380 70,150 54,832 161,290 47,018 6000 – Sites, Buildings, Books & Equip. 4,000 2,772 4,000 2,031 4,000 800 7000 – Other Outgo 0 0 0 0 0 0 TOTAL 2,751,839 2,397,585 2,614,986 2,587,074 3,033,257 2,778,436

SELF- STUDY

Self-Study

Self-study standard questions: 1. How do persons served by the program evaluate its adequacy, efficiency, and effectiveness? The Fiscal Services Department has faced budget constraints and reduction in force during the last few years but still displays a

positive attitude and is always willing to help. Positive feedback is generally received from other departments.

2. Are the services comparable in quality and scope to those offered by similar programs at other colleges? Services are relatively comparable to other colleges. In some cases more services are offered at RSCCD.

3. What efforts does the program make to continually upgrade its services? Fiscal Services delivers accurate and timely information as required by laws, contracts, vendors, departments and employees at all

times. The department staff meets to discuss and improve its services.

4. How much progress has been made towards program goals? We conduct regular meetings with staff and supervisors to discuss issues and future plans for the Fiscal Services Department.

SELF- STUDY

Self-Study


Strengths

The Group’s highly competent staff and collaboration of efforts has allowed us to continue providing excellent services.

Weaknesses The freeze of hiring and the reduction in force has weakened the department.


Not applicable.


Not applicable

RECOM MEND.

Recommendations

Recommendations for the next cycle include continuing the next phases of the Position Control and Document Imaging projects, researching the possibility of bringing the District to Fiscal Accountability Status, moving to an electronic disbursement of Financial Aid, performing an overall risk assessment and creating a full scope internal audit program, and creating a mechanism for evaluating the services of our programs.

ORG. CHART RECOM




Portfolio



2011-2013 Updated June 15, 2013

Information Technology Services

Department

ORG. CHART RECOM




Portfolio




The portfolios should be maintained on an ongoing basis, with goals and budgets being updated each year. In this way, the portfolio can be used as a source document for resource allocation requests when needed

ORG. CHART

FUNCTIONS

Functions

Functions and services provided by the department: 1. Provides a robust, reliable, and secure information technology infrastructure to the district 2. Supports the use of information technology to enable academic innovation in teaching and learning 3. Provides electronic access to information 4. Anticipates and satisfies the needs of the community in a timely manner 5. Promotes and develops partnerships to empower campus-wide use of technology 6. Develops a community that is adaptable to technological changes 7. Provide professional customer services and satisfaction to users of faculty and staff

FUNCTIONS

Functions Customers and recipients of services:

The employees, students and other constituents of: District Operations Santa Ana College Santiago Canyon College Centennial Education Center Digital Media Center Orange Education Center Child Development Centers Criminal Justice Academy

GOALS


GOAL Responsible Person(s) Completion Date Migrate Datatel from Oracle to SQL 2008 and convert the Datatel reporting data warehouse

Davis/Johnson July 2012

Migrate Third Party Vendor and Legacy Applications to Windows and SQL 2008 Davis/Johnson/Oropeza June 2012 Migrate Institutional web sites to SharePoint 2010 Alfonso Oropeza June 2012 Automate OCDE Payroll, Fringe Benefits, Health & Welfare, and Hourly Accruals integration process to Datatel

Doug Johnson December 2012

Implement Same Sign-on for all services Sylvia LeTourneau August 2013 Automate and Optimize Datatel’s MIS Procedures Stuart Davis August 2013 Complete Disaster Recovery Plan Sylvia LeTourneau December 2012 Install Video Surveillance System Sylvia LeTourneau May 2013 Upgrade Wireless Network Sylvia LeTourneau January 2013 Upgrade to Exchange 2010 Sylvia LeTourneau July 2014 Replace Remote Authentication System Sylvia LeTourneau June 2012 Purchase and replace academic servers Nicholas Quach/Curt Childress June 2014 Prepare an implementation plan for Windows 7 and Office 2007 Nicholas Quach/Curt Childress June 2012 Develop and implement a common Systems Management System, includes inventory system, software deployment, imaging, security, asset, systems, remote control and maintenance.

Nicholas Quach/Curt Childress June 2015

Evaluate printer repair strategy Nicholas Quach/Curt Childress June 2012 Virtual Desktop Evaluation Nicholas Quach/Curt Childress June 2012 “Green” Technology / Virtual Lab Nicholas Quach June 2012 Instructional Mobile Devices Nicholas Quach June 2012

GOALS

Progress Towards Goals (June 2013)


(10 = completed)

Comments

Migrate Datatel from Oracle to SQL 2008 and convert the Datatel reporting data warehouse

10 Successful completion of the migration occurred July 2012. The report repository was also converted to align with the new servers and SQL functionality.

Migrate Third Party Vendor and Legacy Applications to Windows and SQL 2008

9 Most of our third party applications have been converted to 2008. However some pieces remain on SQL 2000 servers and are currently undergoing the migration.

Migrate Institutional web sites to SharePoint 2010 9 Santa Ana College, Santiago Canyon College, and the District Office sites have been migrated to SharePoint 2010. The Intranet is targeted to migrate Fall 2013.

Automate OCDE Payroll, Fringe Benefits, Health & Welfare, and Hourly Accruals integration process to Datatel

8 Progress to develop this solution in-house has been made.

Implement Same Sign-on 8 The final system has been develop, and roll out began October 2012 and should be completed by December 2013.

Automate and Optimize Datatel’s MIS Procedures 4 In house creation of audit reports as well as error-free saved lists are being designed to improve both data accuracy and submission efficiency.

Complete Disaster Recovery Plan 8 The Disaster Recovery Plan is complete. Currently developing testing best practices and documentation.

GOALS

Progress Toward Goals (June 2013)—Continued

2011-2013 Goals Progress

Rating 1 – 10

(10 = completed)

Comments

Install Video Surveillance System 10 The installation of a Video Surveillance System is complete. Upgrade Wireless Network 10 The upgraded wireless network is completed Upgrade to Exchange 2010 7 Due to other projects, there are two third party applications, eArchiving

and VoIP, which must be upgraded prior to upgrading to Exchange 2010.

Replace Remote Authentication System 10 The upgraded Remote Authentication System is complete.

Purchase and replace academic servers 8 Hardware is replace, now migrating academic systems to new virtual servers.

Prepare an implementation plan for Windows 7 and Office 2007 10 The plan is complete, although there are some older machines with legacy software that are still being reviewed.

Develop and implement a common Systems Management System, includes inventory system, software deployment, imaging, security, asset, systems, remote control and maintenance.

4 Products have been researched, but no solution identified

Evaluate printer repair strategy 10 The colleges will repair printers in-house. A repair company will be called in more severe cases.

Virtual Desktop Evaluation 10 SAC and SCC evaluated virtual desktop solutions, however due to funding, no solution was purchased. ITS will support the colleges as they explore options as well as continue to explore virtual environments that will benefit the students and employees.

“Green” Technology / Virtual Lab 10 The Green Technology/Virtual Lab is complete. Instructional Mobile Devices 1 Progress will be implemented throughout the year

TECH PLAN


The Information Technology Services Department, in conjunction with the Technology Advisory Group, develops a Strategic Technology Plan that identifies standards, replacement costs, maintenance costs, and instructional technology needs.

BUDGETS

General Fund Budget and Expenditures

Object Code 2008-2009 2011-2012 2012-2013

Budgeted Expended Budgeted Expended Budgeted Expended 1000 – Academic Salaries -- -- -- -- -- -- 2000 – Classified Salaries 1,878,328 1,772,760 1,936,968 1,861,580 3,577,852 3.327,220 3000 – Employee Benefits 764,209 709,753 823,843 795,828 1,559,921 1,339,903 4000 – Books and Supplies 75,984 48,938 81,664 45,886 104,359 46,682 5000 – Services & Other Operating Exp* 3,577,214 2,725,594 3,376,304 2,773,996 2,637,816 2,237,514 6000 – Sites, Buildings, Books & Equip. 964,189 888,917 1,222,914 1,125,906 1,091,327 850,424 7000 – Other Outgo -- -- -- -- -- -- TOTAL 7,259,924 6,145,962 8,274,693 6,603,196 8,971,275* 7,801,743

*In 2012/2013, college ITS staff were moved to the district office. Telecommunication budget was moved out of General Fund

SELF- STUDY

Self-Study


Technology is a tool to assist faculty with curriculum development, employees with their daily operations, and students with their communication to both faculty and staff.

2. Are the services comparable in quality and scope to those offered by similar programs at other colleges? Yes, in some ways we offer multiple options for students to find the information they need and to provide them the tools to be successful.

3. What efforts does the program make to continually upgrade its services? On an annual basis, ITS works with the TAG committee to review the replacement goals and any special projects for the year.

4. How much progress has been made towards program goals? 5. What are the strengths and weaknesses of the program?

Strengths ITS has several core competencies which strengthen its department. ITS has a culture of being a service first attitude. We have developed a robust and reliable network. ITS’ understanding of department information and workflows is quite thorough and we always strive to understand the newest operational procedures.. Weaknesses Managing the incoming requests and linking these requests back to the core requirements of the organization.

RECOM MEND.

Recommendations

As technology continually evolves at a rapid pace, ITS recommends training and developmental resources. Employees and workgroups e.g. departments and divisions are not kept up-to-date on the latest technology. Better understanding of how to use software and hardware can assist departments with effective operational needs.

Faculty require training and assistance integrating technological advancement into their curriculum, yet they do not have a enough resources to assist them.

Similar to our students, faculty and staff learn new software through different methods; therefore the institution needs to develop training materials that meet these needs.

ITS recommends a faculty resource department where support staff evaluate the latest sustainable trends (discounting short-lived technology-based fads and develop training and support materials to assist faculty in developing curriculum. This department should report to the academic side of the organization for each location.

ITS also recommends adding staff for training and resource development for job-related programs e.g. Windows, Outlook, Datatel, and the new phone system.

ORG. CHART RECOM




Portfolio



2011-2013

Purchasing, Warehouse, Inventory & Mail Services Department

June 2013

ORG. CHART RECOM




Portfolio

Portfolio for Planning The purpose of the RSCCD portfolio is to provide an instrument for department planning, evaluation, and resource prioritization that is streamlined and coordinated with the related activities.



The portfolio should be maintained on an ongoing basis, with goals and budgets being updated each year. In this way, the portfolio can be used as a source document for resource allocation requests when needed.

ORG. CHART

Organization Chart

Tracey Conner-Crabbe

Director of Purchasing Services

Armando Toner

Supervisor of Inventory, Delivery & Storage Services

Buyer (2)

Laura Bennett

Marsha Carmichael

Senior Purchasing Clerk

Mina Chapple

Storekeeper (2)

Dave Tucker Neoray Gayotin

Senior Mailroom Clerk

Bee Yang

Mail & Warehouse Assistant (2)

Ruben Garcia Shawn Thor

Purchasing Assistant

Lynn Nevils

All positions are funded by the District’s General Fund

FUNCTIONS

Functions

Functions and Services Provided by the Department: The Purchasing Department is centralized and has the procurement authority for the District, responsible for the acquisition of supplies, materials, equipment and services while ensuring that expenditures are proper, competitive, and without conflict of interest by following mandated rules and regulations in an ethical and responsible manner. Other major functions are record retention/storage, warehouse/receiving, fixed assets, surplus property and mail services. Purchasing:

Procure supplies, materials, equipment and services within the required deadlines. Prepare, evaluate, analyze, and recommend awards of bids and request of proposals for supplies, equipment and

services. Execute and manage competitive quotations and formal bids. Research and implement the usage of cooperative purchasing contracts, when feasible. Purchase without prejudice, seeking to obtain the maximum value for each dollar expended. Maintain contractor insurance and bonding certificates. Maintain data base for approximately 400 service contracts including leases and rental of property and facilities. Execute and manage maintenance contracts (copiers, elevators, HVAC, janitorial, parking lot sweeping, landscape etc.). Provide end-user training for the online requisitioning system. Support bond projects related to the furnishing of newly constructed and renovated buildings. Recruiting &and interviewing new vendors. Maintain and enforce the required timelines for records retention.

FUNCTIONS

Functions

Warehouse & Inventory Control: Ensure shipments of received supplies and equipment are correct, undamaged and delivered to departments and sites. Make arrangements for return merchandise. Follow-up on non-delivery or late delivery of orders. Organize and delivery of surplus furniture and equipment to requestor. Maintain inventory records of all capital assets, upgrades of equipment, retirements and transfers of equipment. Capitalization of all capital needs. Posting of depreciation for all depreciable capital assets. Prepare inventory reports and reconcile inventory. Tag all inventoriable equipment. Coordinate public auction for surplus property. Coordinate the delivery and return of records to Schick Records Storage facility. Work with auction vendors and departments to determine salability of and the best method to sell surplus furniture,

equipment and vehicles.

Mail Services: Provide mail service to all sites. Prepare mail for delivery to post office. Sort incoming US mail and inter-office and distribute to departments and sites. Sort, log and deliver all accountable parcels and packages. Maintain faculty and departmental mailboxes. Scrutinize mailings and make recommendations on cost effective solutions.

Customers and recipients of services: Federal, state, county and local government agencies, students, faculty, administrators, classified employees, vendors,

consultants, independent contractors and the general public.

GOALS


GOAL Responsible Person(s) Completion Date Resource Needs Continue with the development of procedures handbook in the area of Purchasing, Warehouse/Receiving, Inventory and Mail Services

Tracey Conner-Crabbe 2013 N/A

Development of customer satisfaction survey Laura Bennett May 9, 2012 N/A Replace the aging warehouse delivery van. The van is a 2000 model with >96,000 miles. It was originally a passenger van. The seats were removed when it was handed down from transportation.

Tracey Conner-Crabbe Armando Toner

March, 2012 $33,500

Replace the aging and oversized mailroom delivery van with a smaller, more fuel efficient unit. The van is a 2000 model with >102,000 miles. It was originally a passenger van. The seats were removed when it was handed down from transportation. The van is much larger and consumes more fuel than is necessary for the transportation of mail and correspondence throughout the district.


March, 2012 $24,000

Revise Board Policy 4608 and Administrative Regulation 4608, Donation of Vehicles and transfer responsibility from Risk Management to Business Operations/Fiscal Services/Purchasing.


May, 2013 N/A

GOALS



(10 = completed)

Comments

Development of procedures handbook in the area of Purchasing, Warehouse/Receiving, Inventory and Mail Services.

3 Mission statement, introduction and purpose statement, organization chart, staff directory/assignments, code of ethics and process map for online requisitions and purchase orders, donations, disposition of surplus property, district records and follow up procedures are drafted and near completion..

Development of customer satisfaction survey 10 Survey distributed, results tabulated, reviewed and assessed. Action items identified and assigned to department staff.

Replace the aging warehouse delivery van. The van is a 2000 model with >96,000 miles. It was originally a passenger van. The seats were removed when it was handed down from transportation.

10 Van was replaced with a new Ford, E-350 Cargo Van.

Replace the aging and oversized mailroom delivery van with a smaller, more fuel efficient unit. The van is a 2000 model with >102,000 miles. It was originally a passenger van. The seats were removed when it was handed down from transportation. The van is much larger and consumes more fuel than is necessary for the transportation of mail and correspondence throughout the district.

10 Van was replaced with a new, fuel-efficient Dodge Ram C/V Mini-Cargo Van.

Revise Board Policy 4608 and Administrative Regulation 4608, Donation of Vehicles and transfer responsibility from Risk Management to Business Operations/Fiscal Services/Purchasing.

10 Armando has drafted revisions that have step by step procedures that should help to clarify the district’s requirements. Revisions have been submitted for review and approval.

TECH PLAN

Department Technology Plan Equipment

Purchasing Department In an effort to assist the Purchasing Department to increase efficiencies and to improve workflow, District ITS has provided the following new equipment to the Purchasing Department:

Displays - 24”, Wide-screen displays for each workstation (Qty 5)

Computers – New computers were purchased to replace legacy systems (Qty 3)

Tablet - Google Nexus 10, protective case, wireless keyboard, accessories and adapters (Qty 1)

Warehouse Services District Warehouse Operations needed to have scanning and faxing capability. Through utilization of Hewlett Packard’s PurchasEdge Program, we were able to secure a high-capacity, multifunction format printer at no cost, saving the District over $2,200.00

Software Purchasing Department We purchased SurveyMonkey, a web-based survey and data collection solution. This utility allowed us to create an online Contractor Prequalification Application, which once approved will allow contractors to go online to complete and submit, permit the Purchasing and District Support Services Departments to review submitted applications. In addition, because the contractor completes the application online, ALL responsibility for data entry and accuracy of the information provided is that of the applicant. District personnel will not be required to perform manual data entry, saving valuable District time and resources. The application has been reviewed and approved by legal counsel and has been submitted for District review and approval.

BUDGETS


Object Code 2011-2012 2012-2013 2013-2014

Budgeted Expended Budgeted Expended Budgeted Expended 5950 SurveyMonkey (Web-based Software) - $585.00 $585.00

$585.00

$585.00

TOTAL $585.00 $585.00 $585.00 $585.00

SELF- STUDY

Self-Study

Self-study standard questions:

1. How do persons served by the program evaluate its adequacy, efficiency and effectiveness?

The Purchasing Department developed and distributed a district-wide customer satisfaction survey. The survey helped to identify areas where we can improve the services we provide. The survey includes Purchasing, Warehouse and Mail Services functions. After the evaluation of the Customer Satisfaction Survey, it was clear we needed a way to effectively engage and educate District staff concerning District policies, procedures and guidelines and answer any questions we received. After meeting as a department to review the survey results, it was decided to initiate a bi-annual, electronic newsletter for district-wide distribution. The Purchasing Department has created The REQUISITIONER. Two issues of the newsletter have been distributed and both have been received well by District employees. Both issues have covered topics or pain-points that were exposed when the survey was conducted. Rather than merely presenting facts and figures alone, information is provided in a more narrative and entertaining way that engages the reader.

SELF- STUDY

Screenshots of the first page of both issues of The REQUISITIONER

Second Issue: Spring 2013 First Issue: Fall, 2013

RECOM MEND.

Recommendations

ORG. CHART RECOM




Portfolio



2011-2013

Department

June 2013

ACT Center & Corporate Training Institute

ORG. CHART RECOM




Portfolio





ORG. CHART

Organization Chart

Rancho Santiago Community College District Educational Services – CTi & ACT Center

Ruth Cossio-Muniz

Director Corporate Training Institute

& ACT Center

Joanne Mejia Senior Clerk (Short-term)

Jason Linnen

Computer Lab Technician (Part-time)

FUNCTIONS

Functions

Functions and services provided by the department: 1. The Corporate Training Institute provides customized occupational training to businesses, community and Workforce

Investment Boards seeking contract education in professional development, soft skills, upgrading of incumbent workers’ capabilities and talent. Curriculum is pre‐developed through our affiliation with the Workplace Learning Resource Centers and, in recent cases, designed by faculty at RSCCD colleges. Training is tailored to meet the client’s preferred length of the learning program, presented within the clients’ specific timeframe, and delivered to the location needed.

2. The ACT Center is a state‐of‐the‐art testing center that provides work skills assessments for employment, certification and

licensure in many occupational fields. Our ACT Center assists clients with Human Resources needs in recruitment, promotion and hiring of employees. CTi houses one of only a few nationally authorized ACT Centers in Southern California providing state‐of‐the‐art WorkKeys® assessments that identify skills gaps of potential employment candidates, and determine training needs of a potential workforce.

3. Our KeyTrain interactive learning system assists with online, self‐paced basic skills training in Math, Reading, Critical

Thinking, and Applied Technology. Courses are aligned to scores received in WorkKeys.

4. Sustainability efforts are aligned with partnership developments with the WIBs, and City of Santa Ana. Acquired grants have allowed CTi to design customized training in Water Technology, Solar Energy, Digital Media and Customer Service.

Additionally, the Corporate Training Institute develops partnerships on a regional level to support local community college responsiveness to emerging industry and workforce needs and develops strategies to address workforce issues. CTi collaborates with industry organizations to target training needs and develop customized training/certificate programs that can be provided through college‐credit or contract education, and increases employer awareness of RSCCD workforce development programs and services available through the community colleges, Corporate Training Institute and ACT Center.

FUNCTIONS

Partnerships/Clients Partners and recipients of services:

1. Partnerships have been formed with the Orange County and Santa Ana Workforce Investment Boards, the Santa Ana, Irvine and Anaheim One‐Stops, Santa Ana Chamber of Commerce, Black Chamber, Hispanic Chamber, North Orange County Community College District, the U.S. Small Business Administration, SCORE, Small Business Development Centers, Orange County Business Council, and numerous others.

2. Direct services have been provided to various business owners and organizations in the area, including:

Anaheim Marriott Bio‐Safe America Corporation Citizens Business Bank colab Farmers & Merchants Bank First American Fountain Valley Regional Hospital Goodwill nternational Seal Northrop Grumman OCTA Orange County Business Council Orange County Sheriff’s Dept. Orange County Veterans Job Service Ricoh Electronics Solvere Southern California Edison Staffing Solutions Vanguard University Waste Management Working Wardrobes


GOAL Responsible Person(s) Completion Date Resource Needs 1. COLLABORATION ‐ Work with business, labor,

professional trade organizations, and the colleges within the geographic region to research and develop alternatives for assisting incumbent workers to increase competency and identify life‐long career paths to economic self‐sufficiency.

Director CTi Staff

July 2011 ‐ June 2013

CCC Confer GoTo Meeting

2. SUSTAINABILITY – Apply for grants and seek partnerships for funding to grow the program.

Director

July 2011 ‐ June 2013

BidLink Plus WIBs

3. TRAINING ‐ In collaboration with community colleges, increase the delivery of customer‐driven education, training and related services to businesses and employers using customizable/performance improvement or similar training models in the areas of talent management through basic and upgrade skills.

Director

Subject‐Matter Experts CTi Staff

July 2011 ‐ June 2013

Constant Contact

4. TALENT MANAGEMENT – Coordinate with HR management teams to tailor training that meets their short‐ and long‐term performance goals.

Director

July 2011 ‐ June 2013

Business References

GOALS

GOAL Responsible Person(s) Completion Date Resource Needs 5. RESOURCE ‐ Be a resource for and provide technical

assistance and staff development to colleges that build the capacity to develop and deliver customized training and contract education to employers in the Region.

Director CTi Staff

July 11 ‐ June 13

Collaborative Meetings with College Deans

6. MARKETING ‐ With lack of marketing/advertising funds, assess best practices in guerilla marketing techniques that utilize inexpensive and many no‐charge social media tools, and make the best of word‐of‐mouth advertising.

Director CTi Staff

July 11 ‐ June 13

Social Media Tools

7. EVALUATION ‐ Through client evaluations, identify areas of weakness and strengths to develop and improve the program/services for the future.

Director

July 11 ‐ June 13

Solicited Feedback Survey Monkey

8. TRACKING & REPORTING ‐ Track courses and programs developed and/or offered through the program to determine growth.

Director CTi Staff

July 11 ‐ June 13 Datatel MS Office

GOALS

Progress toward Goals


(10 = completed)

Comments

1. COLLABORATION 10 CTi continues to build on existing relationships and create new partnerships with individuals and various organizations. Under the new leadership, CTi has partnered with the City of Santa Ana and the Santa Ana WIB on numerous occasions to collaborate on three (3) grant projects and be included on their Employment Training Providers List.

2. SUSTAINABILITY 9 Through productive partnerships with the City and WIBs, CTi acquired significant funding through grants totaling more than $410,000 in the last three (3) years.

3. TRAINING 10 Approx. six (6) repeat clients continue to request on-site job training for their workforce needs in supervisory skills, sexual harassment prevention, etc.

4. TALENT MANAGEMENT 10 WorkKeys assessments were added to three (3) grants including one from the Santa Ana WIB last year, and two (2) from the Colleges that run through 2012.

5. RESOURCE 9 CTi partnered with SAC and SCC to utilize our services in work skills assessments and design customized training with five (5) adjunct faculty.

6. MARKETING 10 Successfully created a new public website, electronic newsletter, as well as social media accounts to communicate about our program and services

7. EVALUATION 10 CTi solicits feedback from customers to assess its program/services after each workshop or on-site training. We achieved 100% feedback from participants in all three (3) grants.

8. TRACKING & REPORTING 10 Created an internal tracking database of over 1,500 people served through ACT and CTi to assist with future marketing and program development efforts.

GOALS



Become more familiar/trained in online conferencing such as with CCC Confer, WebEx, or GoTo Meeting.

Purchase software and annual plans

Brand the Corporate Training Center through social media: Facebook, LinkedIn, Twitter, and Blogs

Purchase memberships with upgrades for business marketing

Upgrade electronic newsletter to communicate with clients

Purchase Constant Contact software

Assess and improve effectiveness of training

Subscribe to Survey Monkey

TECH

PLAN

Program Activities

ACT Center

Work skills assessments are administered in this state‐of‐the‐art testing lab to identify skills gaps in employment candidates. These assessments are also used in the colleges (via grant implementation) to measure the basic skills of students and align them to training needed for students’ chosen career pathways.

WorkKeys is a national (soon to be global) job skills assessment system that helps employers select, hire, train, develop, and retain a high‐performance workforce.

Certification and licensure can also be supported through exams authorized to be proctored in the ACT Center

Includes nursing, orthopedics, and others

Through the KeyTrain learning program (online, self‐paced instruction with workbooks) students can work to improve their scores on WorkKeys

The ACT Center also administers exams for:

TOEFL – Test of English as a Second Language

FSOT – Foreign Service Officers Test

TECH

PLAN

Program Activities cont’d

Corporate Training Institute

Customized training is designed by adjunct faculty at both colleges who are available for work in contract education. Currently, we grant projects in the following:

Digital Media Technology training for at‐risk kids from the Santa Ana Public Library

o City of Santa Ana Workforce Investment Act grant

Customer Service Academy training for students from SAUSD’s High School Inc.

o A marketing instructor from Santa Ana College will be conducting 10 courses of soft skills training

Basic job skills training for women who are victims of domestic violence

o From the Continuing Education area, a job development counselor assists with basic job skills training from computer literacy, customer service skills, time management, and online job searching techniques

TECH PLAN

RECOM MEND.


Object Code 2011-2012 2012-2013 2013-2014

Budgeted Expended (as of 5/15/12)

Budgeted Expended Budgeted Expended

General Fund 2000 - Classified 52,330 37,663 3000 - Benefits 23,933 17,084 4000 – Supplies & Materials 0 0 5000 – Contract & Services 0 0 6000 – Equipment 0 0 Total General Fund 76,263 54,747

Grant Funds 2000 - Classified 79,023 67,142 3000 - Benefits 34,437 27,492 4000 – Supplies & Materials 41,388 12,630 5000 – Contract & Services 42,180 8,404 6000 – Equipment 1,830 Total Grant Funds 198,858 115,668

Program Funds 2000 - Classified 5,546 3,742 3000 - Benefits 3,575 2,731 4000 – Supplies & Materials 5,000 331 5000 – Contract & Services 11,550 133 6000 – Equipment 7,000 0 Total Program Income 32,671 6,937 TOTAL 307,792 177,352

* Grant Funds consist of sub-agreements with Santa Ana WIB for the Job Tech Center project, Seeds to Tress, and CTE * Program income is derived from ACT Center activities.

BUDGETS

RECOM MEND.


----- Corporate Training Institute -----

Object Code 2010-2011

2011-2012

2012-2013

Budgeted Expended Budgeted Expended Budgeted Expended

2000 Classified Salaries

57,610

55,675

12,682

5,950

3000 Employee Benefits 26,351

26,653

7,089

2,866

4000 Books and Supplies 44,462

2,564

20,217 ‐

5000 Services and Other Operating Expenses (Indirect Over-head)

72,225

40,225

33,850

479

6000 Sites, Building, and Equipment 1,000

863

1,830 ‐

TOTAL 201,648

125,980

75,668

9,295 ‐ ‐

BUDGETS

RECOM MEND.


----- ACT Center -----


2011-2012

2012-2013


2000 Classified Salaries 15,550

5,446

5,546

3,372


3,676

3,575

2,459


2,835

5,000

109


3,523

1,860

11,550

55


1,393

7,000 ‐

TOTAL 30,268

15,211

32,671

5,994 ‐ ‐

BUDGETS

RECOM MEND.


----- CTE Grant -----


2011-2012

Funds support Digital Media training 2012-2013



26,135


9,740

4000 Books and Supplies ‐ ‐

5000 Services and Other Operating Expenses (Indirect Over-head) 3,400

1,432

6000 Sites, Building, and Equipment ‐ ‐

TOTAL ‐

‐ 38,663

37,306 ‐ ‐

BUDGETS

RECOM MEND.


----- Job Tech Funds (DOL) -----

Object Code

2010-2011 Grant began July 1, 2010

2011-2012 Funds to be used for workforece

development projects/needs

2012-2013



6,732

474


4,223

111


20,217 ‐

5000 Services and Other Operating Expenses (Indirect Over-head) 33,850 3,531

33,371 ‐


1,830 ‐

TOTAL 75,668 3,531

66,373

585 ‐ ‐

BUDGETS

RECOM MEND.


----- Seeds to Trees – (WIA) Library Grant -----


2011-2012

Grant began July 1, 2011 2012-2013

Renewal grant begins July 1, 2012 Budgeted Expended Budgeted Expended Budgeted Expended


39,349

29,585 ‐

3000 Employee Benefits

17,543

13,179 ‐ ‐

4000 Books and Supplies

25,171

10,141

18,473 ‐


6,400

2,479

11,160 ‐

6000 Sites, Building, and Equipment ‐ ‐ ‐ ‐

TOTAL ‐ ‐

88,463

55,383 ‐ ‐

BUDGETS

RECOM MEND.


----- STEM – Customer Service Academy -----


2011-2012

2012-2013

Begins July 1, 2012 Budgeted Expended Budgeted Expended Budgeted Expended


11,438 ‐

3000 Employee Benefits

2,659 ‐

4000 Books and Supplies

11,895 ‐


1,040 ‐

6000 Sites, Building, Books, and Equipment ‐ ‐

TOTAL ‐ ‐ ‐ ‐

27,032 ‐

BUDGETS

RECOM MEND.

Self-Study


The Corporate Training Institute (CTi) had outstanding reviews from clients served. The program was timely and addressed issues that are current within the workforce. We had a host of workshops that addressed everything from State‐mandated training, such as Sexual Harassment Prevention, to ArcGIS Certification, which enabled businesses to command use of the geographic information system. Other workshops included Supervisory Skills, Leadership Training, Effective Time Management, PC Protection, and Basic Business Writing

2. Are the services comparable in quality and scope to those offered by similar programs at other colleges?

No, CTi is unique in that it customizes offerings that met the needs of those we serve. We tailor the curriculum and offer it at the client’s preferred length of timeframe, schedule and requested location. The Workforce Investment Boards are looking for way to increase partnership grants with them as a means to serve their ever‐changing clientele.

3. What efforts does the program make to continually upgrade its services? WpLRC looked for business and industry trends and offered timely programs such as Career Transition and Outplacement Service. In addition, if the Center received calls requesting the next level of training to an existing course, such as the Supervisory offerings, we developed the curriculum and made them available.


Marketing and networking activities occurred at all levels and contributed to the WpLRC being viewed as a strong training and consultant resource by the Region. Its prominence increased over the years due to the program’s visibility, partnerships and collaborations.

SELF- STUDY

RECOM MEND.

Self-Study cont’d 5. What are the strengths and weaknesses of the program?

Strengths ● Flexibility ● Strong Partnerships ● Customized Training ● Affordability

Although the name has changed from WpLRC to the Corporate Training Institute, throughout the almost 15 years in existence, the Center and its staff at RSCCD has been viewed as a credible, flexible and innovative provider, stakeholder and partner in the economic vitality of Orange County. Weaknesses

Limited staff ● Turnaround Time

With an extremely limited staff, CTi has to make sure not to take on more than it can deliver. Nonetheless, staff do their best to increase the client base and continue customer satisfaction with its existing clientele.


CTi forged a partnership with the City of Santa Ana in 2009 and continues to bring in new grants from the WIBs (Santa Ana and Orange County). Most recently, it started working with the Santa Ana Public Library and is set to continue for a second year. Additionally, CTi is providing services to the CTE, WIP, and DOL grants that run from 2011‐2013.

7. What future trends are expected to impact resource development?

The State budget’s severe cuts unfortunately impacted RSCCD with a loss of its Center when the CCCCO’s had to make the decision to reduce the number of Centers from 12 to only six. RSCCD will remain an Affiliate Partner of WpLRC until it can renew its grant under a recovered budget. In the meantime, RSCCD will continue to provide services through CTi and seek opportunities to work with the Workforce Investment Boards, colleges and businesses in the surrounding areas.

SELF- STUDY

RECOM MEND.

Recommendations

1) Replace vacant positions and hire additional staff to improve on efficiency and growth of the operations at the Corporate Training Institute.

2) Work closer with our partners and leverage all resources to apply for additional grant monies as well as provide adequate training internally to thoroughly serve clients from newly awarded grants.

3) Secure funding to continue offering WorkKeys assessments, and have our CTE programs utilize WorkKeys as part of the training development.

4) Encourage our HR department and colleges to incorporate use of the National Career Readiness Certificate. 5) Communicate more consistently and directly with our clients through an electronic newsletter and Social Media tools. 6) Get connected to the College Career Centers and job developers to expand services and clientele. 7) Look for groups such as Veterans, Foster Care, and others that have funding set aside to help those who are looking for a career

and/or job training. 8) Work closer with EDD and the One‐Stop Centers to leverage the services that we already offer to those they serve. 9) Maintain calendar of events for workshops and training opportunities. 10) Request from our partners to offer links to our web site in return of CTi promoting their services.

ORG. CHART RECOM




Portfolio



2011 - 2013

Center for International Trade Development

Department

June 2013

ORG. CHART RECOM




Portfolio





ORG. CHART

Organization Chart Rancho Santiago Community College District’s CITD (updated June 2013)

Enrique Perez Assistant Vice Chancellor

Educational Services

Jacqueline Valadez Administrative Secretary

Jetza Torres Interim Director

Center for International Trade Development.

International Trade Consultants: - Jorge Silva - Ali Kowsari

Vacant Business Services Coordinator

FUNCTIONS

Functions

Functions and services provided by the department: The Rancho Santiago CITD provides international trade assistance to small, medium sized companies that want to expand their business internationally. Rancho Santiago CITD provides a variety of services which includes:

No cost one-on-one business counseling Export/import workshops and seminars No cost and low cost training programs In-bound and out-bound trade missions International trade research International service provider referrals

The Rancho Santiago CITD service Los Angeles, Orange, Riverside, and San Bernardino Counties.

FUNCTIONS

Functions

Customers and recipients of services: We serve mainly established businesses wanting to explore global business opportunities. We assist businesses that are either new to export or currently exporting.

Although our focus is to provide “export” trade assistance, we also assist those businesses who are looking into importing goods or services from other countries. We also provide internship opportunities and work experience to college and four year university students through the Export Trade Assistance Partnership (ETAP) program

The main focus markets are: Latin America and Asia countries.

GOALS

Goals

The main goal of Rancho Santiago CITD is to advance California’s economic growth and global competitiveness through technical assistance, trade development activities, and access to international markets. Other goals include providing assistance to enhance the International curriculum of colleges and other educational organizations, and expanding the global business knowledge and/or skills of workers and/or entrepreneurs.

Some of the goals/outcomes for the period 2011 - 2013 include the creation and retention of Jobs in our community, increase the number of businesses exporting, and increase the amount of export transactions through the assistance and support of our services and resources, and helping students to gain real-world experience through our internship and training programs.

The above goals are accomplished by the Director, Staff, & Consultants with the assistance of state and federal grants.

GOALS


GOAL Responsible Person(s)

Completion Date Resource Needs

One-on-One Counseling (25 clients - 400 hours)

Director/ Consultants

On-going Program funds and district support

Customized training programs (ETAP)

Director/Intern Students/

Consultants


Trade missions (two outbound)



Job Retained (35), Created (30)



Business Starts (8), Long Term Clients (10)



Export Transactions (economic impact) Director/ Consultants


GOALS



(10 = completed)

Comments As of June 2013

One-on-One Counseling (25 clients - 400 hours)

10 Actual = 93 clients – GOALS EXCEEDED

Customized training programs (2 ETAP programs)

10 Actual = 3 ETAP training programs. Thirteen Santa Ana students received training and worked closely with CITD client firms participating in the program assisting with their international marketing and business plan. GOAL EXCEEDED

Trade missions (two outbound)

10 Actual = 2 trade missions completed. Third trade mission has been scheduled on July 16-19, 2013 GOAL EXCEEDED

Job Retained (35), Created (30)

7 Actual = 7 business created 61 business retained – GOAL EXCEEDED These goals are to be completed till January 2014.

Business Starts (8), Long Term Clients (10)

7 Actual = 1 businesses started 43 Long Term Clients – GOAL EXCEEDED These goals are to be completed until the end of 2013

Export Transactions (economic impact) 10 Actual = 12 million dollars

TECH PLAN



Our training programs are effectively delivered using software and hardware.

In the near future, we would like to be able to deliver “webinars” (presentations on the internet) additionally to the in-class/in-person type of seminars and workshops already in place. Webinars will allow us to reach out more businesses and will help us save money.

We also use several marketing tools and strategies to promote our program’s services and resources such as website, e-mail, and social media. The tool used depends upon the nature of the information and the target audience.

BUDGETS


Object Code 2011-2012 2012-2013 2013-2014



General Fund 2000 - Classified 50,809 44,112 89,716 42,854 3000 - Benefits 23,678 20,574 38,890 15,255 4000 – Supplies & Materials 5000 – Contract & Services 6000 – Equipment Total General Fund 74,487 64,686 128,606 58,109

Grant Funds 2000 - Classified 197,822 140,188 243,847 197,554 3000 - Benefits 55,146 35,518 80,124 61,353 4000 – Supplies & Materials 27,949 12,770 8,777 5,919 5000 – Contract & Services 129,946 41,865 94,459 60,632 6000 – Equipment 6,539 3,993 8,156 2,942 Total Grant Funds 417,402 234,334 435,363 328,400 TOTAL 491,889 299,020 563,969* 386,509*

Grant Funds consist of CITD state grant, STEP and Jobs Act federal grants. *Totals based on GLS reports ending May 31, 2013 – It does not include indirect costs

SELF- STUDY

Self-Study


The CITD offers workshops, seminars, and training programs. Participants of CITD events have the opportunity to evaluate the adequacy, efficiency, and effectiveness of each event. CITD values and appreciates the opinion and comments of the people we serve. Evaluations help us understand the weaknesses and strengths of our program as well as of the needs of the participants.

2. Are the services comparable in quality and scope to those offered by similar programs at other colleges? There are nine CITDs throughout California; six funded CITDs and three non-funded affiliated CITDs. The Rancho Santiago CITD is one of the six CITDs funded by the California Community Colleges, Chancellor’s Office. Rancho Santiago Community College District has been operating the CITD program for more than 13 consecutive years due to the quality of our services delivered and exceeded outcomes and goals. Additionally, Rancho Santiago CITD works closely with the Global Business and Entrepreneurship Department of Santa Ana College. Santa Ana College students, through the work experience program offered by Santa Ana College, have had the opportunity to get hands-on/real-life experience in working with CITD clients firms. In 2011, three faculty members and more than 15 students of Santa Ana College have participated in CITD training programs. In 2012, students from local community colleges, including Santa Ana College and four-year universities completed their internship with us.

SELF- STUDY


Since its inception, the Rancho Santiago CITD has increased and upgraded its services and resources to better serve the business community. We are continuously upgrading the development of programs and staff. In the last two years, we have counseled and trained more than 650 businesses/individuals. Furthermore, the CITD continue expanding; the CITD now has an office in three counties: Orange, San Bernardino and Los Angeles.


The goals established and committed year by year have always been met and in many occasions exceeded expectations; this is the main reason that RSCCD has remained stronger within the CITD network.

5. What are the strengths and weaknesses of the program? The strengths of the program are the quality of services delivered, and the knowledge and expertise of staff. The weakness of the program is the larger number of companies to serve with a set amount of set resources.


The Rancho Santiago CITD has been very successful in obtaining grants. This program is mainly sustained by different state and federal grants. This program also receives corporate monetary support.


Future trends expected to impact resource development are favorably; specially now, that there is a strong focus in international trade. For example, the goal of President’s Obama National Export Initiative is to double U.S. exports by the end of 2014. In May 2013, the Centers for International Trade Development program was recognized for increasing U.S. exports, for this reason, the State Chancellor’s Office received the President “E” award for export services. The Presidential “E” Award was created by President John F. Kennedy in 1961 to recognize persons, firms, or organizations that contribute significantly to increasing United States exports. This Award is the highest U.S. government recognition any American entity may receive for supporting export activity.

RECOM MEND.

Recommendations

We would like to continue:

- Expanding relationships with faculty and students at our both colleges.

- Providing student internship opportunities to prepare them to a competitive global economy and workforce.

- Developing strategic partnerships with public and private sector entities to support the program

- Providing technical assistance to small and medium sized businesses to strengthen our local and regional economy

- Conducting industry-specific education, training, and services to businesses to contribute to a highly skilled and productive workforce

ORG. CHART RECOM




Portfolio



2011-2013

Child Development Services

Department

June 2013

ORG. CHART RECOM




Portfolio





ORG. CHART

Organization Chart

Rancho Santiago Community College District EDUCATIONAL SERVICES

DISTRICT CHILD DEVELOPMENT SERVICES

Executive Director Child Development Services

(1 FTE) Administrative Secretary/Bil.

(1 FTE) Senior Account Clerk

(1 FTE/12 Mo.)

CEC Director I (1 FTE)

Master Teacher (4 FTE) Teacher (4 FTE)

Administrative Clerk/Bil. (1 FTE) General Office Clerk/Bil(.75 FTE)

Custodian (.475./12 Mo.)

CDC Cook/Nutrition Specialist (.75 FTE/11 Mo.)

SAC Director II (1 FTE)

Associate Director (1 FTE) Master Teacher (13 FTE)

Teacher (5 FTE) Administrative Clerk/Bil. (2 FTE)

Custodian (1 FTE/12 Mo) Custodian (.475 FTE/12 Mo.) CDC Cook/Nutrition Specialist

(.75 FTE/12 Mo.)

OEC Director I (1 FTE)


Administrative Clerk/Bil. (1 FTE) General Office Clerk/Bil. (1 FTE) CDC Cook/Nutrition Specialist

(.75 FTE/11 Mo.) Custodian I

(.475 FTE/12 Mo.)

SCC Director (1 FTE)


Administrative Clerk/Bil. (1 FTE)

CDC Cook/Nutrition Specialist (.475 FTE/12 Mo.)

Custodian (.475 FTE/12 Mo.)

Family Services Manager (.5 FTE)

SAC EAST Assoc. Director (1 FTE) Master Teacher (3 FTE)

Teacher (3 FTE) Administrative Clerk/Bil. (1 FTE) CDC Cook/Nutrition Specialist

(.75 FTE/11 Mo.)

EHS Director (1 FTE)

Administrative Clerk (1 FTE)

EHS Coordinator Education/Disabilities (1 FTE)

EHS Coordinator ERESA Parent Education (1 FTE)

Data Entry Clerk (.475 FTE)

FUNCTIONS

Functions

Functions and services provided by the department: 1. Provide child care services for the children of low income students and community members in a quality educational setting.

2. Provide educational laboratory for students of Human Development, Nursing, Psychology and others.

3. Provide support to parents of young children with workshops, leadership opportunities, links to other resources and other strategies.

Customers and recipients of services: Customers are students of the colleges and non-credit educational centers, faculty and staff of those institutions and community members. Customers are also students participating in observations and practicum classes of the colleges and surrounding universities.

GOALS


GOAL Responsible Person(s) Completion Date

Progress Update

Advance and strengthen parent involvement and education.

CDS Administration Team CDS Site Staff

In progress

Each center conducts needs assessment of parent needs annually, workshops are developed, conducted and evaluated. Surveys are completed annually which further addresses parent needs. Each parent is asked to volunteer at the center once each month. Training and support are provided which ensures success. An annual parent conference is conducted by Early Head Start with parents planning, executing and evaluating.

Expand teaching team skills using DRDP and ECERS/ITERS as intentional strategies for successful children’s learning.

CDS Administration Team CDS Teaching Staff

CDS Site Staff

Ongoing Funding requires assessments of children’s progress using research based DRDP/ECERS/ITERS. Training, assessing and supporting teacher skills is ongoing. Each year one domain is chosen for focus. Peer reviewers observe and review strengths and gaps. Workshops which address areas of focus are conducted for both teachers and parents.

Enhance and strengthen staff leadership skills in center program operations, public presentations and teambuilding.

Human Development Faculty Dee Tucker

CDS Administration Team

Ongoing

Opportunities for teachers to participate in leadership are provided to teachers and other staff. Strengthening knowledge supports growth that allows movement into management positions when available.

Strengthen, promote and educate children, families and staff in the areas of nutrition and healthier food choices.

CDS Administration Team CDS Cook/Nutrition

Specialists CDS Site Staff

Ongoing Funding for nutrition education was obtained that support learning for staff, children and families. Each month a food is introduced in the classroom and to parents. Workshops are conducted for parents and staff that address healthy cooking, shopping, choosing drinks, etc.

Monitor and maintain fiscal stability and accountability at all levels of the CDS operations.

Dee Tucker CDS Administration Team

CDS Site Staff

Ongoing Monthly expenditure reports are provided to site managers. All information is reviewed for target goals with areas of concern addressed immediately. Reduction of state and federal funding the past two years has challenged us to seek other sources.

TECH PLAN


It is difficult to keep technology current for the administrative and clerical staff due to funding.

The teaching staff would benefit from access to computers for recording child assessments, notes, anecdotal records, connections to resources, and follow through. Ideally, if funding allowed, each classroom would have a computer and printer/scanner for use by the children for expanded learning and for teaching staff. Training and time away from teaching duties would be required for full implementation.

The funder – California Department of Education - has implemented software that allows child assessments to be compiled into a system that develops trends, patterns and needs for lesson plan development. Teachers will need access to computer; training and input time will be needed. The federal funder – Office of Head Start - requires documentation on many aspects of service. Teachers need access to computers, training and support in implementation.

Steps for implementation would require:

Purchase or upgrade of computer/printer/scanners for 22 classrooms.

Installation of Child Development Services database on all computers.

Training of teaching staff in the use of database, programs specific for child use such as Excel for assessment compilations, and scanner capabilities.

Continual training for proficiency in Outlook, Word, Excel programs.

BUDGETS


Object Code 2010-11 2011-12 2012-2013

Budgeted Projected Budgeted Projected Budgeted 1000 Academic Salaries $ 2,365,123 $ 2,557,954 $ 2,158,534 $ 2,158,534 2000 Classified Salaries 1,512,878 1,301,098 1,287,768 1,287,768 3000 Employee Benefits 1,553,735 1,450,291 1,397,349 1,397,349 4000 Books and Supplies 408,331 349,392 262,383 262,383 5000 Services and Other Operating Expenses

1,483,779 1,093,511 1,064,857 1,064,857

6000 Sites, Building, Books, and Equipment

192,872 165,015 73,852 73,852

7000 Other Outgo 132,343 129,653 117,120 117,120 TOTAL $ 7,649,061 $ 7,046,914 $ 6,361,863 $ 6,361,863

SELF- STUDY

Self-Study


Student parents, staff, faculty and community members rate the service as excellent. The children are happy, engaged and progressing as appropriate for their developmental age. Resources support the parent, children and family to address any and all barriers that deter from success – as a parent, child, family member or student. Feedback is always welcome from all who use the services, and such feedback is often offered by clients – families, faculty, staff and community members.

2. Are the services comparable in quality and scope to those offered by similar programs at other colleges? Services offered by Rancho Santiago Community College are of the highest quality and scope as compared to other colleges. As an integral partner with the Human Development Department as the trainer of future teachers, each classroom is staffed with a credentialed teacher which supports the highest quality possible for both the student learner and the child in the classroom. Services are offered at all RSCCD locations based on the needs of the students attending classes at each facility. Four of the five centers are accredited by the National Association of the Education of Young Children (NAEYC) which evaluates all aspects of the program for quality. Based on administrative associations with other community colleges, we are confident that RSCCD’s Child Development Services provides more comprehensive and higher quality services than other colleges.


CDS administrative staff conduct bi-monthly meetings at which services are reviewed and revised as needed. Each center conducts weekly staff meetings and staff development is conducted for the entire staff twice each year. Child Development Services is required to engage in self study each year by its funder, the California Department of Education, Child Development Division. The self study has five components: rating the classroom environment; monitoring the developmental progress of the children; surveying the satisfaction of the parents/guardians; grading the program against the Compliance Monitoring Review instrument; and, developing goals. An action plan is developed for the coming year.

SELF- STUDY

Early Head Start (EHS) is required to conduct an annual self-assessment. Ten areas of program compliance are reviewed; including staff, parent, and administrative interviews. The review is conducted by both EHS parent volunteers from its Policy Council and the two affiliate Parent Committees as well as staff. All information is synthesized into a written report in both English and Spanish, and after staff review, a program improvement plan is developed.

5. What are the strengths and weaknesses of the program?

Strengths High quality educational services to children and families of student parents, faculty, staff and community members. CDS staff reflects the diversity of the community being served. High level of staff retention rate. A career ladder that allows students to move from assistants, to interns, to teachers. Support resources for the family that address barriers to success – for the child, the family, the student. Responsiveness to needs of student families. The teaching staff holds higher degrees than required by the funder – 42% have B.A. degrees, three have M.A. degrees. CDS administrative team seeks outside partners, such as universities, to strengthen responsiveness to needs of families. CDS administrative team seeks additional funding to address needs of program. A staff providing clerical, food service and custodial services that continually addresses improvements and is willing to take action. Weaknesses The cost of salaries and benefits has strained the budgetary income sources. Inability to train adequately as funding is not available (i.e. income is earned through actual attendance). The tenuous situation with state and federal funding.

SELF- STUDY


The department was successful in obtaining the federal Early Head Start funding December 2009 which addresses the needs of children birth to three years of age. In addition, federal funding was obtained for an Early Learning Mentor Coach grant which is ARRA funded. Also, federal funding was obtained for Network for a Healthy CA (food stamp funding). We received this grant two years ago and are now in our third year. The department has successfully obtained grants from the Child Development Division to address repair and renovation needs, resources for support to the infant/toddler program and dollars for additional instructional materials. In addition, foundations have provided grants to support KinderConnect, a program that strengthens parent skills in the transition to public kindergarten.

7. How are future trends expected to impact resource development?

Salary and benefit increases beyond departmental control (such as raises in minimum wage) impact the need for additional income to purchase the same number of needed hours for child supervision at a higher cost. The stability of state and federal funding is always a concern. As a result of the loss of state funding, a campaign to “sell” spaces for child care is under way. If successful, all lost revenue will be replaced.

RECOM MEND.

Recommendations

Input from recent parent and staff surveys indicate the following recommended needs:

Parents request more information about, and viable connections to, community resources.

Staff request additional training on: classroom management; child abuse reporting; increased/effective parent involvement; curriculum strategies; required assessments; data gathering and its use.

Additional spaces for children are needed, especially for the infant and toddler age groups.

ORG. CHART RECOM




Portfolio



2011-2013

Digital Media Center

Department

June 2013

ORG. CHART RECOM




Portfolio





ORG. CHART

Organization Chart

Gustavo Chamorro Director

Vacant Business Services Coordinator

Vacant Senior Custodian – Utility Worker

FUNCTIONS

Functions

Functions and services provided by the department: 1. Leadership as a hub for digital media/technology in Orange County. 2. Management of a technology business incubator providing leased office space to entrepreneurs and start-up

companies. 3. Oversee the implementation of career pathways for high school students at Santa Ana College and Santiago Canyon

College. 4. Manage Career Technical Education (CTE) grants and lead collaborative efforts on career exploration, externship, and

professional development opportunities. 5. Networking for client and business connections that provide opportunities for building successful businesses, including

access to investor and other financial resources. 6. Internship and work experience opportunities for students 7. Technical assistance including one-on-one counseling, workshops, mentoring, referrals, and business plan assistance. 8. Strategic and managerial support services such as marketing assistance, coaching, sales, social media strategy, IT

business development and implementation, and legal and financial advice.

FUNCTIONS

Functions Customers and recipients of services: Business Incubator residents

Students

Faculty

Investors

Entrepreneurs

Community Based Organizations

Established businesses

Governmental and Educational organizations

GOALS

Goals


Stimulate development of new ventures that foster capital creation and investment opportunities. Maintain business incubator occupancy at optimal levels Create new, high value jobs in the digital media/technology industry Develop a sustainable business model that produces measurable outcomes to obtain federal government or private

funding. Ensure that CTE project grant outcomes are met and satisfy Community College Chancellor’s Office criteria. Support the development of innovative technology for business solutions and enhance technology commercialization

resulting in successful businesses. Develop synergy among entrepreneurial businesses, digital media industry, and education to develop a skilled and

knowledgeable workforce to enhance the local economy. Foster the growth of new digital design and production industries in Orange County. Provide professional development opportunities for staff and faculty to enhance current skill sets Develop externship opportunities for faculty to remain up-to-date on employer needs, and to facilitate a more effective

connection between our colleges and industry. Research opportunities for technologies developed in business incubator to benefit the district and its facilities.



GOALS


GOAL Responsible Person(s) Completion Date Resource Needs Stimulate development of new ventures that foster capital creation and investment opportunities.

Director Ongoing Funding to maintain operations

Maintain business incubator occupancy at optimal levels.


Create new, high value jobs in the digital media industry.


Develop a sustainable business model that produces measurable outcomes to obtain federal government or private funding.

Director Ongoing Time allocation in order to collect measurable

data that will be used to apply for funding.

Support the development of innovative technology for business solutions and enhance technology commercialization resulting in successful businesses.


Ensure that project grant outcomes are met and satisfy Community College Chancellor’s Office criteria.

Director Ongoing Continued collaboration of partners involved.

Develop synergy among entrepreneurial businesses, digital media industry, and education to develop a skilled and knowledgeable workforce to enhance the local economy.


GOALS

Goals for years 2011-2013 Foster the growth of new digital design and production industries in Orange County.


Provide professional development opportunities for staff and faculty to enhance current skill sets.


Develop externship opportunities for faculty to remain up-to-date on employer needs, and to facilitate a more effective connection between our colleges and industry.


Research opportunities for technologies developed in business incubator to benefit the district and its facilities.

Director Ongoing Management support for appropriate district

connections

GOALS



(10 = completed)

Comments

Stimulate development of new ventures that foster capital creation and investment opportunities.

10 Developed a solid relationship with the founders of K5 Launch, a business accelerator that provides seed funding and mentorship to entrepreneurs, and also with the Director of TCA’s Seed Track program, which also provides seed funding to entrepreneurs without a finished product or sales..

Maintain business incubator occupancy at optimal levels.

10 The DMC is currently home to 18 companies and has been at maximum capacity, with no office space and a waiting list, for the last six months. The initial plan was to serve 10 to 12 companies, but the DMC has exceeded that number by developing creative programs such as its Affiliate Program and by maximizing office usage.

Create new, high value jobs in the digital media industry.

10 Incubator companies have gained some traction, meaning that their business models have been validated, leading to internal and external funding and expansion in the forms of jobs. Currently, one of our companies has hired over 20 employees for high paying jobs in the software development and graphics field.

Develop a sustainable business model that produces measurable outcomes to obtain federal government or private funding.

10 To position itself for future private or public funding opportunities, the DMC developed a new no-cost consulting service program for technology entrepreneurs. Through this program, entrepreneurs have been able to meet with DMC consultants to discuss their business ideas, particularly to ensure that the idea is sound and has a good possibility of being developed into a sound business. Currently, organizations such as TriTech SBDC receive public funding for providing no-cost consulting services; the DMC intends to apply for similar funding sources since it is already providing its valuable no-cost consulting services to the community.

GOALS


Ensure that project grant outcomes are met and satisfy Community College Chancellor’s Office criteria.

10 The DMC has successfully met all of its workplan goals and objectives for CTE and WIP grants.

Develop synergy among entrepreneurial businesses, digital media industry, and education to develop a skilled and knowledgeable workforce to enhance the local economy.

7 The DMC, in conjunction with SCC and industry, developed a new i-Phone app. development class for high school and college students. Currently, there is a tremendous need for app. developers, both i-Phone and Android, but not much of a local talent to fill available positions, thus this is an initial effort to ensure that students are learning in a field that can lead them directly to a good paying job. More work remains to be done, as the DMC embarks on a new leading role as the Deputy Sector Navigator for the ICT/Digital Media industry in Orange County.

Foster the growth of new digital design and production industries in Orange County.

7 Through its work with technology start-ups and the investor community, the DMC is part of Orange County’s ecosystem to help companies grow; however, more collaborative work needs to be done in this area, as many organizational silos remain in place throughout the county.

Provide professional development opportunities for staff and faculty to enhance current skill sets.

10 Through its CTE Community Collaborative grants, the DMC has provided professional development opportunities to faculty at SAC and SCC, who have been able to attend conferences and in-house workshops in technology usage and online teaching techniques.

Develop externship opportunities for faculty to remain up-to-date on employer needs, and to facilitate a more effective connection between our colleges and industry.

10 Through its CTE Community Collaborative grants, the DMC has been able to assist faculty from the automotive, welding, and pharmacy departments at SAC with externship opportunities at employer sites, which has provided faculty with much needed information on the knowledge and skills needed in industry, in order to update classroom curriculum.

Research opportunities for technologies developed in business incubator to benefit the district and its facilities.

5 While some progress has been made, this goal remains an issue to be solved due to various factors, including old established systems, and the slow moving speed that characterize public organizations.

TECH PLAN



As a leading technology hub, it would be ideal for the DMC to have the latest technologies available. For example, wireless projectors that could be controlled by iPads during presentations.

We would like to take advantage of training opportunities offered through the National Business Incubation Associations (NBIA). Most of these opportunities are available at the two annual conferences, which we are unable to attend due to our budget constraints.

BUDGETS


Object Code 2009-2010 2010-2011 2011-2012

Budgeted Expended Budgeted Expended Budgeted Expended 11-0000-684000-53330-2110 $74,529 $63,177.45 11-0000-684000-53330-2130 $59,722 $10,470.55 11-0000-684000-53330-3215 $14,664 $8,044.59 11-0000-684000-53330-3315 $8,471 $4,447.47 11-0000-684000-53330-3325 $1,981 $1,040.06 11-0000-684000-53330-3415 $19,702 $13,987.16 11-0000-684000-53330-3435 $1,366 $754.17 11-0000-684000-53330-3515 $2,200 $1,214.27 11-0000-684000-53330-3616 $3,279 $1,810.06 11-0000-684000-53330-3915 $2,372 $1,771.57 11-0000-653000-53330-2130 $14,476 $14,475.25 11-0000-653000-53330-2310 $22,873 $0 11-0000-653000-53330-3215 $4,080 $1,256.78 11-0000-653000-53330-3315 $2,399 $925.39 11-0000-653000-53330-3325 $561 $216.41 11-0000-653000-53330-3415 $17,726 $5,906.33 11-0000-653000-53330-3435 $387 $149.28 11-0000-653000-53330-3515 $623 $192.49 11-0000-653000-53330-3615 $929 $358.21 11-0000-653000-53330-3915 $1,350 $450 11-0000-651000-53330-5550 $840 $840

BUDGETS

11-0000-651000-53330-5605 $32 $0 11-0000-653000-53330-5510 $29,942 $29,941.32 11-0000-655000-53330-5530 $7,475 $7,322.95 11-0000-684000-53330-4610 $4,033 $3,975.40 11-0000-684000-53330-4620 $0 $0 11-0000-684000-53330-5100 $12,279 $11,924.06 11-0000-684000-53330-5220 $0 $0 11-0000-684000-53330-5300 $525 $525 11-0000-684000-53330-5605 $27,621 $27,620.04 11-0000-684000-53330-5610 $0 $0 11-0000-684000-53330-5630 $217 $216.12 11-0000-684000-53330-5631 $3415 $3173.78 11-0000-684000-53330-5640 $2,339 $2,290.60 11-0000-684000-53330-5660 $0 $0 11-0000-684000-53330-5845 $0 -$5,631.70

(Credit) 11-0000-684000-53330-5895 $390 $350 11-0000-684000-53330-5940 $100 $60.16 11-0000-684000-53330-5950 $1,920 $1,354.99 TOTAL $345,268 $213,980.01

SELF- STUDY

Self-Study


Partners participating in CTE projects evaluate program effectiveness during Steering Committee meetings, where project outcomes are discussed. Business Incubator residents evaluate program effectiveness during monthly CEO Roundtable meetings, which provide them with the opportunity to express their satisfaction or need for improvement on the program.


The Digital Media Center is a unique facility in Orange County; it is the only facility in the region that combines education and business in the digital media industry. As a result, many of the services provided are also unique when compared to other community colleges.


The program takes a continuous improvement approach by always looking to improve current services or bring in new ones. For example, the DMC now offers services to technology entrepreneurs who are an earlier phase of the start-up process through its Affiliate Program. While prior efforts concentrated on more established start-ups, it neglected the need within the community to assist entrepreneurs who were just beginning to develop their idea for a business.


The DMC continues to create opportunities to fund projects at Santa Ana College and Santiago Canyon College, which are benefitting both students and faculty. Through the Career Academy Scholars Program, over 300 high school students have enrolled in college-level classes. A new digital media pathway has been funded at Santiago Canyon College for fall 2012, which includes the purchase of new computer equipment for a computer lab. Additionally, faculty at both colleges have been provided with professional development opportunities to enhance current skills.

SELF- STUDY

Significant progress has been made in the creation of new services that have benefited business incubator companies and other stakeholders. Significant progress has also been made in projects that have marketed the Digital Media Center as a leader in Digital Media/Technology in Orange County. The DMC continues to be a force in the technology and digital media space. Some of the technologies created at the DMC are already having an impact in the district’s bottom line, while others are in the process of being looked at as potential contributors. For example, since December 2010, the DMC has been using energy information technology, which has provided significant savings in gas and electricity billing. A future project being considered involves the installation of energy storage devices that will further increase energy efficiency, and which can position the DMC as a showcase institution for effective energy use in the community.

SELF- STUDY

Self-Study


Strengths

An established and growing business incubator A leader in the development of career pathways opportunities between high schools and community colleges. Established business and partnership connections Extensive interaction between students and businesses An economic development tool that creates jobs A solid staff team able to assist businesses and students with their respective needs

Weaknesses Inability to use TV/Video studio, which has hindered our ability to form strategic partnerships with businesses and nonprofit organizations, as well as the opportunity to provide additional benefits to incubator companies.


Obtained Year 5 funding for Community Collaborative CTE grants, which will allow further expansion of projects with our two colleges. We will also look into grant opportunities that can further extend the growth of the DMC, and its reach in the Orange County area


The biggest threat currently and in the future is the state of our economy, which has drastically reduced the amount of resources available.

RECOM MEND.

Recommendations

Addition of permanent staff: The DMC has experienced continuous growth, including expanded responsibilities to oversee CTE and WIP grants, yet it lacks full-time personnel other than a Director position to oversee and implement tasks and accomplish set goals. As a result, two full-time Business Services Coordinator positions would be recommended to assist the Director in the management of incubator and grant activities, as well as a Senior Custodian/Utility worker position to handle cleaning, janitorial, and repair duties.

Increased funding for incubator operations: Due to budget cuts implemented in 2008, the DMC lacks a travel as well as a marketing budget. As a result, the DMC, while a member of the National Business Incubation Association (NBIA), has only been able to attend one NBIA conference back in 2008, thus for the last four years the DMC has missed a valuable opportunity to learn some industry benchmark practices, as well as network with incubators around the country and overseas. On the marketing front, the DMC lacks a marketing budget to promote itself in the community. While many individuals and organizations know about the DMC, there is still much work that needs to be done to ensure the DMC is not “the best kept secret in town”.

Better support from other district’s/college’s departments: We occasionally run into the challenge of having a lack of support from departments assisting the DMC, as we are viewed as an “outsider” because we provide services to businesses. In brief, anything having to do with our incubator companies is labeled as “their problem, not ours”, although partnering with businesses is part of our district’s goals.

ORG. CHART RECOM




Portfolio

Support Services Departments

Planning Portfolio

Human Resources/Risk Management

Department

District Office

SCC/SAC/DO

June 2013

ORG. CHART RECOM




Portfolio

Portfolios for Planning The purpose of the RSCCD portfolios is to provide an instrument for department planning, evaluation, and resource prioritization that is streamlined and that coordinates those related activities. In good practice, planning processes are cyclic, and priorities for

resource allocation result from the identification of goals. That is, evaluation, or program review, conclusions are used to identify future goals; those goals are used for budgeting. After plan implementation, further evaluation results in refined, revised plans, and so forth.



ORG. CHART

Organization Chart

FUNCTIONS

Functions

Functions and services provided by the department: 1. Management of personnel recruitment and selection processes for all positions in the district.

2. Administration and maintenance of all employee records.

3. Management of all faculty and staff assignments to ensure compliance with legal requirements and collective bargaining provisions.

4. Administration of collective bargaining agreements and relevant HR/Risk Management Board policies.

5. Administration of fringe benefits for eligible employees and retirees.

6. Administration of property, liability, workers’ compensation, student accident insurance, and construction-related insurance programs.

7. Coordination of district-wide staff development activities.

8. Administration of safety and loss control activities and programs designed to promote a safe educational and working environment.

9. Management of the district’s environmental safety programs including hazardous waste operations.

FUNCTIONS

Functions Customers and recipients of services: 1. All employees

2. All applicants for employment

3. Students

4. General public who visit district facilities or interact with students and staff

GOALS

Goals for year 2011 – 2013


Completion Date

Resource Needs

Replace vacant full-time faculty positions to maintain FT/PT ratio.

John Didion Judy Chitlik

6/30/2013

Adequate staff time to complete

tasks Maintain essential HR services and positive employer-employee relations


On-going


tasks Expand role of HR Committee as part of district-wide planning process


6/30/2013


tasks Implementation of Faculty Development Institute

Judy Chitlik 6/30/2012


tasks Implementation of Document Imaging System

Judy Chitlik

6/30/2013

Adequate staff to complete

tasks Implementation of Management Institute

Judy Chitlik 6/30/2013 Adequate staff to complete

tasks

GOALS

Progress Towards Goals (June 2013)

2011-2013 Goals Progress Rating 1 – 10 (10 =

completed)

Comments

Replace vacant full-time faculty positions to maintain FT/PT ratio.

8 Three positions still open. Completion expected by 8/25/2013

Maintain essential HR services and positive employer-employee relations

10 All services are provided and union contracts are either in place or negotiations are in progress.

Expand role of HR Committee as part of district-wide planning process

8 Regular monthly meetings will begin in Fall 2013 with expanded list of responsibilities

Implementation of Faculty Development Institute 10 First institute completed in 2012. A second institute will be offered in 2013 for new full-time faculty.

Implementation of Document Imaging System

7

In process. Completion next fiscal year.

Implementation of Management Institute

3 Initial planning done

TECH PLAN



Continue enhancements of Datatel system

Complete collaboration with ITS on Document Imaging system

Collaborate with Fiscal Services on development of position control system

BUDGETS


HUMAN RESOURCES

Object Code 2010-2011 2011-2012 2012-2013

Budgeted Expended Budgeted Expended Budgeted Expended 1000 325,475 345,024 325,475 345,024 260,129 345,024 2000 654,521 637,505 732,267 673,880 784,603 637,505 3000 410,673 398,583 398.666 382,147 483,947 398,583 4000 2,605 2,462 4,7801 1,580 5,580 2,462 5000 202,699 184,531 64,892 94,778 163,867 184,531 6000 0 0 4,346 0 0 0 TOTAL 1,595,973 1,568,105 1,530,425 1,497,411 1,595,973 1,568,105

BUDGETS


RISK MANAGEMENT

Object Code 2010-2011 2011-2012 2012-2013

Budgeted Expended Budgeted Expended Budgeted Expended 2000 232,044 232,044 223,628 223,628 223,628 223,628 3000 107,128 107,128 111,786 111,786 115,069 115,069 4000 751 751 1,468 1,468 2,046 2,046 5000 2,649,800 2,649,800 2,765,779 2,765,779 3,245,923 3,245,923 6000 0 0 6,540 6,540 69,796 69,796 TOTAL 2,989,723 2,989,723 3,109,201 3,109,201 3,656,462 3,656,462

SELF- STUDY

Self-Study


Surveys and program evaluations have not been done in recent years. General feedback is gleaned through complaints and commendations received from staff and the general public. Effectiveness of risk management programs are evaluated through changes in rates and experience modification factors used to calculate renewal rates.


HR managers belong to professional organizations and routinely consult with colleagues from other colleges on the scope of services provided. Risk management programs are operated through a pool of K-12 and community college districts and is designed to reflect best practices in terms of outcomes and cost-effectiveness.

3. What efforts does the program make to continually upgrade its services? Recent efforts have been geared to improving IT-related services (Datatel and Employease benefit management). Staff development activities have been reduced due to budgetary constraints.


Progress has been made toward most program goals. Document imaging system and management development programs have not been completed.

SELF- STUDY

Self-Study


Strengths Despite staff reductions, the program has used technology to supplement staff in order to deliver services. The staff are dedicated, well-trained and service oriented. Risk management efforts in both liability and worker’s compensation have resulted in reduced rates and one of the lowest experience modification factors available.

Weaknesses HR work processes are complex and labor intensive. Service levels are negatively impacted when unforeseen absences occur and cross-training is difficult due to workload issues.


The department receives an annual grant from the Chancellor’s Office for staff diversity, which is used to fund recruitment and advertising. The Risk Management department receives loss control grants through ASCIP to reduce hazards.


Significant grant opportunities in this area are not anticipated.

RECOM MEND.

Recommendations

1. Continue efforts to improve efficiency and cost-effectiveness through software implementation.

2. Identify resource needs for employment recruitment when hiring restrictions are lifted.

3. Continue to facilitate staff reorganizations and restructuring to accommodate reduced funding and program consolidation.

ORG. CHART RECOM




Portfolio



2011-2013

Public Affairs & Publications Department

Update (June 2013)

ORG. CHART RECOM




Portfolio

Portfolios for Planning The purpose of the RSCCD portfolios is to provide an instrument for department planning, evaluation, and resource prioritization that is streamlined and that coordinates those related activities. In good practice, planning processes are cyclic, and priorities for

resource allocation result from the identification of goals. That is, evaluation, or program review, conclusions are used to identify future goals; those goals are used for budgeting. After plan implementation, further evaluation results in refined, revised plans, and so forth.



ORG. CHART

Rancho Santiago Community College DistrictPUBLIC AFFAIRS AND PUBLICATIONS

Exec. Vice Chancellor Human Resources & Educational

ServicesJOHN DIDION

Administrative SecretarySALLY VIZTHUM

Reprographics TechnicianANN ODLE

ALBERT FLORES(vacant)

Desktop Publishing Technician

EILEEN VINK/OECDAVID STYFFE /SAC

Graphic DesignerERIC HARSEN/SCC

MIRANDA MEDRANO /SAC

Administrative Clerk/BilROSA AGUIRRE

Director Communications and

PublicationsJUDY IANNACONE

Current

Electronic Media SpecialistDEAN HOPKINS

FUNCTIONS

Functions The Public Affairs & Publications department was reorganized in April 2012 to reflect a new administrative structure. The department was formerly responsible for Governmental Affairs, but that function has become the direct responsibility of the Chancellor. The restructured department reports to the Executive Vice Chancellor of Human Resources and Educational Services. The staff, who are deployed at four separate locations, are directly supervised by the Director of Communications and Publications. Public Affairs/Media Relations Provide public relations services to the colleges and district office programs and services. Place positive stories in the media about the college/district and neutralize negative publicity. Assist in the preparation of articles for the chancellor, trustees and college presidents. Monitor issues in the media, which have relevancy to the colleges and district operations center. Communications Develop and implement comprehensive employee communications efforts aimed at establishing open, two-way lines of

communication with all constituency groups. Develop and maintain the district and campus’ crisis communications plans. Maintain the district’s main webpage with timely news items. Support colleges and district programs by developing customized websites

Marketing/Advertising/Branding

Develop and lead marketing efforts to sustain enrollment and enhance the visibility of RSCCD programs and endeavors Lead and sustain social media presence for colleges and district. Develop logos and corporate identity packages for new college and district programs and services for students and the community. Support brand identities, the communication of unified messages and graphic standards of excellence.

Reprographics Services Provide quality reprographic services for faculty and staff. Produce marketing materials for district/college programs and services.

GOALS

Goals for 2011-2013


Completion Date

Resource Needs

Internal Support communication with all employee groups to sustain a climate of open communication.

Judy Iannaccone

On-going

Time for the director to craft a district-level employee communications plan. A budget of $3,000 would ensure that all strategies, including an employee newsletter could be implemented.

Review and implement Communications Standards and Graphic Communications Style Guide

Judy Iannaccone Graphic Designers

On-going

The key resource needed is time. Approval will be from the Chancellor’s Cabinet prior to implementation.

Cross train staff in an effort to sustain productivity when staff are out of the office.

Judy Iannaccone

On-going

None.

Enhance public perception of the colleges and district through proactive public relations strategies.

Judy Iannaccone & Dean Hopkins

On-going To implement an effective public perception enhancement campaign, financial resources will be needed to re-establish the printing and mailing of twice yearly newsletters and an annual report. Without these minimum tools, the ability to affect public opinion is very limited. To produce, print, and mail an annual report reaching 86,000 voters in our district would cost about $35,000. If we produced a digital report and mailed a postcard alerting the community of the report, the effectiveness would be reduced, but the cost would drop significantly.

Review and update the college and district brands, websites and publications.

Entire team On-going As stated above.

Restructure equipment leases to reduce costs and upgrade technology

Judy Iannaccone On-going None.

TECH PLAN


Software

Sustain investment in MyMediaInfo-Vocus, and other communications tools to ensure the team has the tools needed to perform their jobs.

Continue to update the Adobe Creative Suite software utilized by the graphic designer and desktop publishers as possible.

Maintain and update the software associated with the digital printing equipment in the Publications Unit. Sustain staff training.

Hardware

Purchase new computers and accessories as needed.

BUDGETS

Budget and Expenditures Public Affairs 52200

Object Code 2011-12

Budgeted Expended Budgeted Expended Budgeted Expended 660000-52200-4210 1,500.00 1,234.00 660000-52200-5300 500.00 175.00 660000-52200-5930 0.00 0.00 671000-52200-4610 2,000.00 900.63 671000-52200-4620 282.00 198.03 671000-52200-5100 3,000.00 1,905.99 671000-52200-5220 300.00 29.94 671000-52200-5630 149.00 0.00 671000-52200-5800 1,282.00 1,250.00 671000-52200-5830 133.00 125.09 671000-52200-5880 7,500.00 5,496.50 671000-52200-5940 2,500.00 0.00 675000-52200-5210 4.00 4.00 TOTAL 115,372.00* TBD

*Reflects all line items. Not all are noted here.

BUDGETS

Budget and Expenditures Publications 52500

Object Code 2011-12

Budgeted Expended Budgeted Expended Budgeted Expended 677000-52500-4520 4,000.00 883.67 677000-52500-4610 60,000 39,001.54 677000-52500-4620 175.00 00.0 677000-52500-5100 170.00 170.00 677000-52500-5220 100.00 7.65 677000-52500-5535 0.00 0.00 677000-52500-5550 300.00 300.00 677000-52500-5610 166,593.00 165,584.30 677000-52500-5630 290.00 247.32 677000-52500-5660 10,925.00 10,579.70 677000-52500-5845 30,000.00 14,908.25 677000-52500-5940 20,152.00 339.10 677000-52500-5950 825.00 755.00 TOTAL (cont.)

BUDGETS

Budget and Expenditures Publications 52500 (cont.)

Object Code 2011-12


3620-677000-52500-4610 10,582.00 (1,624.67)

3620-677000-52500-5610

56,140.00 48,197.87

3620-677000-52500-5631 689.00 0.00 3620-677000-52500-5940 0.00 (17,763.41) TOTAL 586,236.00*

261,586.30

Note: Color chargebacks shown as negative expenditures (income). *Reflects all line items. Not all are noted here.

BUDGETS

Budget and Expenditures Graphic Communications 52600

Object Code 2011-12

Budgeted Expended Budgeted Expended Budgeted Expended 677000-52600-4210 106.00 106.00 677000-52500-4610 3000.00 440.20 677000-52500-4620 500.00 487.84 677000-52500-5220 100.00 0.00 677000-52500-5630 290.00 247.32 677000-52500-5815 14,440.00 0.00 677000-52500-5845 127.00 8.47 677000-52500-5950 2.00 0.00 677000-52500-6410 7,200.00 3,472.14 677000-52500-6419 1,150.00 1,011.75 TOTAL 461,705.00*

TBD

*Reflects all line items. Not all are noted here.

SELF- STUDY

Self-Study

Self-study standard questions: 1. How do persons served by the program evaluate its adequacy, efficiency, and effectiveness? We assess customer satisfaction of the Publications Unit through a regularly distributed customer satisfaction survey. To date, customer satisfaction for our graphic designers has been purely anecdotal. A systematized customer survey should also be instituted for this unit. As for Public Affairs, when publications were produced, readership surveys were regularly conducted. Prior to the budget crunch, research had been done concerning implementing a Communications Effectiveness Study through an outside consultant.

2. Are the services comparable in quality and scope to those offered by similar programs at other colleges? A recent survey of California Community Colleges Public Information Officers indicates that for the most part, the services are comparable. From this survey and the CCPRO conference, it is evident that many, but not all colleges and/or districts, still print and distribute annual reports, class schedules, college catalogs, and newsletters with varying frequencies and reach. Unfortunately, all of our external public information outreach and marketing have been eliminated with the exception of media relations and social media. Other colleges and/or district indicate that their Public Affairs Office budgets (excluding salaries and benefits) range from $40,000 to $281,000. Ours is less than $20,000. With the shrinking newsroom, media relations are resulting in ever-diminishing returns and drawing people to our online blog that replaced the printed newsletter is a daunting proposition although efforts continue. If the Board of Trustees plans on going out for another bond initiative, it is imperative that communications efforts be ramped up as the community is likely unaware of what we did with the previous bond as they have not heard directly from us since 2008.

3. What efforts does the program make to continually upgrade its services? With ever-shrinking budgets, upgrading services to a large scale is not possible. Within Publications, we have pushed customer service through training. We have also upgraded our Web Submission software two times in recent years. Likewise, we have upgraded our folding and scoring equipment to better meet our customers’ needs. Our graphic designers have

SELF- STUDY

created a worksheet to better process their customers. On our own dimes, we continue to stay on top of public relations industry trends, especially in the area of social media. Our graphic designers remain motivated to keep on top of the ever-changing industry. Unfortunately, no resources are available for professional development of our staff.

4. How much progress has been made towards program goals? Due to limited staffing and funds, significant advances have not been possible. Internal communications efforts have been extremely limited. No time has been available to edit the Communications Style Guide. Cross-training has been accomplished with the reprographics technicians. This is not possible with other staff members due to their differing classifications. Significant progress continues to be made in the college and district’s presence on social media platforms, especially Twitter and Facebook. Other proactive public relations tactics are not available due to extreme budgetary limitations. Significant progress is underway on revamping the district and Santa Ana College websites and a rebranding effort is underway at SAC. A successful restructuring of the Publications Unit leases occurred in the past year.


Strengths

Talented, experienced, flexible, dedicated team Up-to-date digital printing and bindery equipment Publications WebCRD Customer service ethic Weaknesses

No marketing and advertising in place Very limited controlled messaging delivered to the community No community relations plan or strategies in place One PR generalist in entire district Due to classification of electronic media specialist, he cannot provide generalized PR support Limited budget No support for professional development of staff

SELF- STUDY


We have not been involved in trying to secure grants for operations.


The continuing shrinkage of traditional media channels will diminish the impact of traditional media relations efforts.

Organizational communications will depend more and more on controlled messaging channels and self-publishing and less and less on traditional media outlets.

Reputation management will continue to increase as an organization’s good image can disappear in a day in this era of social media.

Writing beyond traditional media relations is required for a range of digital content, such as websites and social media. Good content and storytelling is essential to break through the clutter.

In addition to mobile websites, colleges and universities are developing mobile apps. The importance of proving the ROI of public relations strategies will continue to grow.Organizations across

the planet are striving to implement the Barcelona Principles—the new guiding principles in the PR industry regarding measuring effectiveness.

Purposeful public relations efforts will strive more and more to measure outcomes or changes in behavior. As the colleges and district require increased support in the area of web communications and social

media, as well as increased support for special projects including Lumina, without an increased investment in the department, our effectiveness will significantly decrease.

RECOM MEND.

Recommendations

Consider how to begin ramping up our district’s public relations/marketing efforts with the community and voters living within our district, especially if a bond measure is being considered for the near future. Strategies to be considered include: -Direct mail of newsletters, annual reports, and/or magazines. -Email campaigns through a third-party to allow the district to grow its own email list to enable forwarding links to reports and newsletter that are digitally produced.

Provide media spokesperson training for all senior administrators, including the chancellor, college presidents, vice chancellors, vice presidents and other designated spokespersons. It is recommended that an expert media trainer be secured to provide this training.

Allocate funding to enable the department to contract with an outside PR writer to permit the small PR staff to meet necessary deadlines supporting college and district needs.

Allocate funding to measure the effectiveness of social media efforts. This can be done through an augmentation of the Vocus contract. (This is not an immediate need; however, it does reflect an industry best practice.)

Allocate resources to provide for staff professional development to ensure continued upgrade of services. Create an employee communications plan with the end goal of employee engagement and increased

positive morale. Begin the discussion of creating a concerted community relations program for the college district. Establish a planning process for Public Affairs & Publications which is based on the district and college

goals. Time and money should be invested in those areas that support organizational goals. As budgets allow, conduct a communications effectiveness study using an outside consultant. The cost I

expected to be about $25,000. Consider creating a system to allow the Publications Unit to open the doors to outside non-profit

organizations. A precedent exists in several community colleges, as well as local K-12 districts. Institute a customer satisfaction survey in graphic communications.

RECOM MEND.

Recommendations (cont.)

Institute an annual customer satisfaction survey for Public Affairs. Begin the planning for the Public Affairs & Publications Department of the future. What should the

department look like when funding is more predictable and stable? How will the department work with the colleges to better market ourselves when competition among colleges becomes a reality again?

ORG. CHART RECOM




Portfolio



2012-2013

Research Department

June 2013

FUNCTIONS

Nga PhamDirector, Research

95% District/5% District Match, Gear‐Up

Cristina Gheorghe, Research Assistant

50% Matriculation/ 50% District Match, Matriculation

Research Analyst (vacant due to reduction in force)100% Matriculation

Research Analyst (vacant due to reduction in force)100% Matriculation

Suzi Russell, Research Coordinator

55% District/ 5% District Match, Matriculation/40%

VTEA

FUNCTIONS

Research Department Functions

Functions and services provided by the department: Conducts and coordinates institutional research for the District and its colleges. An annual research agenda is developed based primarily on needs (and suggestions) of college and district faculty and staff, as well as state and federal mandates. Generally, the RSCCD Research Department:

coordinates some district and college reporting requirements, such as Student-Right-to-Know, Accountability Reporting for Community Colleges (ARCC), and the Integrated Postsecondary Education Data System.

(IPEDS) reviews and manages requests for approval to conduct research using RSCCD students and/or staff as subjects. Such requests are submitted via a Research Protocol, whether employed by RSCCD (in cases where the proposed research falls outside the requestor’s area of expertise) or not.

assists departments in their portfolio development by compiling data and conducting surveys.

assists colleges and District Operations in accreditation self-studies.

conducts and maintains the following research regularly: institutional effectiveness assessment, community and K-12 enrollment demographics, student learning outcomes (SLO), students outcomes analyses (including retention, persistence, graduation, and transfer statistics), matriculation evaluation (credit and non-credit programs), Basic Skills Initiative, assessment practices validation, student demographics, enrollment trends, and surveys of current and former students.

assist in District and College planning activities, including master plan, technology plan, educational plans, Board of Trustees planning retreats.

Customers and recipients of services: RSCCD faculty, staff, administration, Board of Trustees, and students

Community organizations, other community colleges, and independent researchers outside the system

Government agencies (state and federal)

GOALS

Research Department Goals for Years 2011-2013

Goal Responsible

Person(s) Completion

Date Resource

Needs Support the 2011-13 RSCCD Strategic Plan research activities as they relates to monitoring student satisfaction and student centeredness and that staff/faculty satisfaction.

All June 2013

Collaborate with ITS to migrate GLINK reports to Datatel for more direct access by faculty and college staff.

All Ongoing

Continue to assist college leadership to understand and respond to accountability reports by external agencies

All Ongoing

Continue to work with project directors and grant writers to emphasize the planning of evaluation of student outcomes in special programs at the onset of the grant funding.

All Ongoing

Continue to support the coordination of district planning functions (especially as it relates to accreditation, district operations planning portfolios, etc.)

Nga Ongoing

Continue to promote awareness of department’s research/data availability to staff/faculty All Ongoing

Continue to work with ITS to ensure data download correctly reflect what is in the student records.

All Ongoing

GOALS

Research Department, Progress toward Goals (June 2013)

Goal Progress Rating 1-10 (10=completed) Comments

Support the 2011-13 RSCCD Strategic Plan research activities as they relates to monitoring student satisfaction and student centeredness and that staff/faculty satisfaction. 9

We annually assess students’ satisfaction using surveys. This year we incorporated non-credit students’ opinions as well. We draft a staff satisfaction survey and is now at the Human Development Committee for feedback.

Collaborate with ITS to migrate GLINK reports to Datatel for more direct access by faculty and college staff.

7 Many reports has been converted and available for staff/faculty usage. However, there are more that we need to address.

Continue to assist college leadership to understand and respond to accountability reports by external agencies

10 We continue to serve on various college committees, as well as with individuals, to assist in the use of data to support their work.

Continue to work with project directors and grant writers to emphasize the planning of evaluation of student outcomes in special programs at the onset of the grant funding.

10

The Director of Resource Development has worked the evaluation process into the grant manual so that recipients understand the need to include evaluation when they accept the grant.

Continue to support the coordination of district planning functions (especially as it relates to accreditation, DO planning portfolios, etc.) 10

This is a new on-going new task that we have added into our department. It is exciting process in which we also use our research skills to encourage department to use data to support their work.

Continue to promote awareness of department’s research/data availability to staff/faculty 10

This is an on-going task in which we continue to assess to ensure our services compliment staff’s work.

Continue to work with ITS to ensure data download correctly reflect what is in the student records. 10

This is an on-going process to ensure data that we produce reflect the work that is produced in the classroom/ at the colleges.

TECH PLAN

Research Department Technology Plan (Include software, hardware, and training needs)

Researcher consensus is that a series of technology-related projects would be of most use to our operations at this time. Although these projects do not require funding per se, they require manpower. Because of the current budget crisis, and District-wide reduction in force, it is not clear if these projects can be addressed at this time. The Research Department plans to prioritize the projects and address them as time and manpower allow.

Update and maintain comprehensive data element dictionary for the data warehouse. As the shift from GLINK to Datatel information nears completion, it is vital that we update and maintain the existing data dictionary with new definitions and coding as necessary. Ideally, the new data dictionary will be maintained as an online, ever-evolving document.

Datatel/Oracle database training. To facilitate our smooth transition to Datatel, researchers request database training in order to access and query the back-end Oracle database for tables/fields that may not necessarily be included in our standard data warehouse downloads, as well as standard Datatel training.

Maintain Current Data Processing Technologies. We currently hold a site license for Statistical Package for Social Sciences (SPSS) and contracts with National Student Clearinghouse (NSC) for transfer data on our former students and the California Community Colleges Chancellor’s Office to compile/compute data for Student-Right-to-Know mandates.

BUDGETS


Object Code 2011-2012 2012-2013 2013-2014

Budgeted Expended Budgeted Expended Budgeted Expended General Fund (0000) Conference 30.00 0 30.00 0 30.00 0 Classified Management 93,344.00 93,330.90 93,344.00 93,330.90 93,344.00 93,330.90 Classified Employees 43,600.00 43,599.60 43,600.00 43,599.60 43,600.00 43,599.60 Benefits 58,099.00 57,414.30 58,099.00 57,414.30 58,099.00 57,414.30 Supplies 300.00 0 300.00 0 300.00 0 Mileage 210.00 32.50 210.00 32.50 210.00 32.50 Software support/license 0 0 0 0 0 0 Contract repair service 750.00 0 750.00 0 750.00 0 Printing 195.00 0 195.00 0 195.00 0 Basic Skills Initiative (2001) Classified Employees 0 0 0 0 0 0 Conference 0 0 0 0 0 0 Benefits 0 0 0 0 0 0 Equipment/software 0 0 0 0 0 0 Supplies 0 0 0 0 0 0 GEAR-UP III (1507/1508/1509) Classified Management 6,050.00 4,666.47 6,050.00 4,666.47 6,050.00 4,666.47 Classified employees 0 0 0 0 0 0 Benefits 2,417.00 1,788.81 2,417.00 1,788.81 2,417.00 1,788.81

BUDGETS

Object Code 2011-2012 2012-2013 2013-2014

Budgeted Expended Budgeted Expended Budgeted Expended GEAR-UP IV (/1511/1512/1513) Classified Management 13,158.00 11,081.81 13,158.00 11,081.81 13,158.00 11,081.81 Benefits 2,426.00 2,308.49 2,426.00 2,308.49 2,426.00 2,308.49 VTEA (1800) Conference 425.00 425.00 425.00 425.00 425.00 425.00 Classified employees 31,709.00 31,708.80 31,709.00 31,708.80 31,709.00 31,708.80 Benefits 14,049.00 14,281.73 14,049.00 14,281.73 14,049.00 14,281.73 Supplies 500.00 475.21 500.00 475.21 500.00 475.21 Software support 0 0 0 0 0 0 Equipment – Fed. Progs. 1,780.00 1,779.00 1,780.00 1,779.00 1,780.00 1,779.00 Non-Credit Matriculation (2490/2491) Classified employees 12,174.00 12,173.24 12,174.00 12,173.24 12,174.00 12,173.24 Benefits 7580.00 7548.79 7580.00 7548.79 7580.00 7548.79 Supplies 241.00 0 241.00 0 241.00 0 Contracted services 0 0 0 0 0 0 Software support 0 0 0 0 0 0 Matriculation (2414, 2410) Classified employees 10,370.00 10,369.84 10,370.00 10,369.84 10,370.00 10,369.84 Benefits 6,458.00 6,430.42 6,458.00 6,430.42 6,458.00 6,430.42 Software support/license 1,565.00 1,553.65 1,565.00 1,553.65 1,565.00 1,553.65 Software License and Fees 1,340.00 0 1,340.00 0 1,340.00 0 TOTAL $308,770 $300.968.56 $308,770 $300.968.56 $308,770 $300.968.56

SELF- STUDY

Self-Study

1. How do persons served by the program evaluate its adequacy, efficiency, and effectiveness? Periodically, Research Department staff disseminates a questionnaire via our district’s online assessment tool asking faculty and staff to evaluate our product. We plan to disseminate a survey in the next couple of months to the classified, instructional, administrative, and supervisory staff members across the district and its various sites. Feedback is always welcome from all who use our services, and such feedback is often offered by customers from outside our district, as well as the faculty and staff at our own colleges.

2. Are the services comparable in quality and scope to those offered by similar programs at other colleges? The RSCCD Research Department enjoys a history of great support from administration and faculty alike who appreciate the necessity of using data for institutional planning, assessment, and improvement. Based on our association with various state and local research groups and familiarity with institutional researchers statewide,, and our director’s involvement with the statewide researchers’ board and her membership of the planning committee for the statewide assessment conference, we are confident that RSCCD’s Research Department offers comparable services to its customers and, in many cases, more comprehensive services when compared to community college research offices of similar (or greater) resources.

3. What efforts does the program make to continually upgrade its services? Since the inception of the Research Department over thirty years ago, we have continued to expand our resources and the services we offer our customers. We assess operational activities regularly at our bimonthly staff meetings, and look for ways to expand and/or improve the services we provide. We consider all input gleaned from self-study efforts and, generally, accept all reasonable requests for assistance in research-related matters from both district staff and requestors from outside the district. In addition to the Research Agenda that we adopt each year, we welcome and encourage ad hoc research requests, acknowledging that program-specific requests often lead to the most immediate, valuable, and effective program review and enhancements that we can achieve. We facilitate, whenever possible, the incorporation of a solid research plan at the front end of program planning, and support ongoing efforts whenever possible.

4. How much progress has been made towards program goals? On a regular basis, we to assess our operations by seek opinions of those we serve, identified areas of concerns and accomplished the goals identified at the onset of our planning cycle.

SELF- STUDY

Self-Study (continued)


We believe that each of our weaknesses is counter-balanced by our strengths. Our greatest strengths are responsiveness to requests in a timely manner, expertise in accepted research methods, quantity and quality of research reports published and, most importantly, our exemplary reputation both locally and statewide. Budget constraints continue to affect Research Department operation. As in the past, however, we will strive to maintain comprehensive services while maintaining our high quality and ethics. While current technology is essential to delivery of our services, we have maintained a high level of currency that we are confident will sustain us through this crisis. All hardware and software is current. We have navigated obstacles to timely data collection/reporting due to Datatel migration issues to the best of our ability and have remained diligent in ensuring accurate reporting to the extent possible. We continue to work troubleshoot issues that we discover as we accumulate historical data within the Datatel reporting system.

6. What future trends are expected to impact Research?

At this time, California’s budget crisis (and, subsequently, the District’s budget crisis) is our primary concern. As of this writing, the State budget remains in crisis, and our own Chancellor has reported that the outlook has not improved and that a hiring freeze has been reinstated for the next year. Our budget dictates how many researchers we will staff and to what extent we will be able to maintain our current level of service. Consequently, the Research Department will continue to operate with current manpower (less two researchers since Summer 2009) and will continue to look for ways to be more efficient while maintaining services.

We must be constantly aware and sensitive to our changing demographics, community needs, and characteristics of the study body (i.e., the potential impact of the reversal of AB540 legislation) in order to keep current the members of the RSCCD Board of Trustees, Chancellors, College presidents, faculty, and staff. Information produced for this purpose may dictate to us the direction for further study necessary to promote the success of our students.

The increasing emphasis by State and Federal agencies towards accountability issues also influences the way we do business and shapes our agenda more and more each year.

SELF- STUDY

Self-Study (continued)

7. Program Product

To evaluate our product, we distributed a brief questionnaire to all District and College faculty and staff via online assessment tool. Classified, instructional, administrative, and supervisory staff are represented in the findings, as well as all major district sites. Overall, survey respondents rated Research Department services and staff very highly; customers were predominantly “very satisfied” or “satisfied.” Roughly one-third to one-half of respondents, overall, reported that they have not used the services of the Research Department. Research Department staff members were given the highest ratings for being “helpful, knowledgeable, and responsive” and

“demonstrating integrity and ethical behavior.” Respondents expressed their lowest level of satisfaction with the Interactive Student Data System (ISDS), receiving the most

“dissatisfied” and “very dissatisfied” ratings (17% across all employee groups)—predominantly by faculty respondents (22%). Respondents cited several areas in which they would like to see more involvement by the Research Department: One-quarter of respondents, overall, reported that the Research Department does not have enough involvement in departmental

program review; that view was predominantly expressed by administrators and managers (33%). Conversely, two faculty respondents reported that Research is “too involved” in program review activities of their departments.

About one-third of respondents expressed that they would like more guidance and support from the Research Department with SLO development/assessment; faculty contributed largely to that assessment (36%).

Survey respondents indicated the types of reports most useful to them and the manner in which they prefer to receive data and information. In 2004, dissemination of the Student Satisfaction Survey reports (SAC and SCC) was followed up with a survey soliciting input about the usefulness, readability, and format of the report (reports of findings attached). Findings of that survey support the findings of the 2007 survey: all aspects of the report were rated “excellent” or “good” by respondents. Of particular interest to readers were student comments and, while many expressed interest in the availability of the report in electronic format, most reported that they find the “hard copy report” most useful. Across all employee groups, respondents indicated that descriptive and analytical reports are most useful to them. While classified staff members indicated that newsletters were most useful to them, both faculty and administrative/managerial

groups rated newsletters lowest in both delivery format and usefulness. Administrative/managerial groups rated all types of data presentation and delivery format highly useful to them except

newsletters. Overall, 28% of respondents reported “frequent” or “very frequent” interaction with the Research Department; another 35%

cited “occasional” interaction. .

RECOM MEND.

Recommendations

Input from these surveys, in tandem with direct feedback and requests, has indicated several issues important to faculty and staff at the District and its colleges: Respondents, especially faculty, expressed an eagerness to have direct access to data. While our Integrated Student Data System (ISDS)

meets certain needs, it should be re-assessed with regards to format and flexibility. Research staff continues to collaborate with ITS to identify faculty needs that can be met with the development of a user-generated report in the online report repository maintained by ITS, as well as identifying new sources of data within Datatel for download and analysis.

Two years subsequent to the implementation the Datatel system, the Research Department Data Warehouse has been migrated to its new

data source. We continue to identify areas of concern where new data is not consistent with pre-migration data, and we continue to work to resolve those issues with ITS. It is recommended that Research Staff include more detailed mapping in data warehouse documentation so that these inconsistencies that cannot be resolved may be explained in the future as we move further from our initial migration.

Faculty members require additional guidance and support for their student learning outcome assessment activities. While SLOs have been

a top priority for the Research Department for several years, there may be disconnect between what researchers provide and what faculty requires/wants. Researchers will continue to address this issue and close the gap in expectations and service delivery.

Dissemination of the products we make available continues to be an issue requiring our attention. It is as important as ever to make sure

that faculty, staff, and members of the communities we serve are aware of the many services and publications available to them.

ORG. CHART RECOM




Portfolio



2012-2014

Resource Development

Department

June 2013

ORG. CHART

Organization Chart

Assistant Vice Chancellor Educational Services

Enrique Perez

Resource Development Coordinator

Huong Nguyen

Director of Grants

Sarah Santoyo

Interim Resource Development Coordinator

Maria Gil

Interim Accountant

Francisco Villaseñor

FUNCTIONS

Functions

Functions and services provided by Resource Development: 1. Identify and coordinate all district efforts to seek potential funding from state and federal agencies, private foundations and corporations that offer

competitive and entitlement grants, which includes keeping apprised of grant opportunities by attending bidder’s conferences and functions.

2. Disseminate all information regarding grant opportunities to the appropriate college administrators, directors, and faculty; and keep informed of current and pending legislation or regulations related to grants and grant opportunities.

3. Develop grant development and management processes and procedures to ensure alignment of resource development efforts with district and college needs, plans, and goals; to ensure compliance with funding agency regulations and internal policies; and to improve project implementation.

4. Coordinate and assist with the activities of those who are developing grant proposals including editing, writing, budgeting, reviewing, preparing, reproducing and mailing final versions of proposals. This also includes ensuring that all final proposals contain the required signatures, assurances, and certifications.

5. Provide budget and program planning services for grant project directors and staff to ensure compliance with internal and external regulations, grant terms and objectives, as well as deadlines and reporting procedures.

6. Create and maintain Resource Development department database to prepare annual reports on grant development efforts, and in response to request from the colleges and district: e.g., list of federal funds received by SAC, CTE profile report of four-year funding including source, etc.

7. Maintain project files according to audit standards for each grant received, which includes a copy of the signed proposal, board approved budget, and any other forms or correspondence as appropriate.

8. Assist with preparation for site visits and audits, and attend those meetings to respond informally and formally to inquiries.

9. Conduct workshops for faculty and staff on proposal development and orientations on grant management, and update the Grants Management Handbook to reflect current procedures, policies, and staff.

10. Provide professional development for staff.

FUNCTIONS

Functions Customers and recipients of services: Resource Development’s role is to assist administrators and directors in identifying grant opportunities that align with the colleges’ and district’s priorities, plans, and development needs, and to provide comprehensive grant development assistance to produce competitive grant proposals. In this capacity, Resource Development engages in funding research; reviews and interprets grant specifications and application instructions; guides administrators in developing quality programs; assists with grant proposal development, including planning, advisement, research review, editing, proofreading, writing, and budget development; and prepares the final proposal and submits it to the funding agency. After a grant is awarded, Resource Development assists project directors and staff with extensive budget and program planning to ensure that grant projects are implemented effectively, and in compliance with grant rules and regulations and consistent with district policies and procedures. Some of the services exemplifying this assistance are personnel cost projections, development of alternative budget and program scenarios to guide planning, creating sub-contract agreements for grant partners, determining to whether formal grant modification requests are required and advising directors on how to complete them, contacting funding agency representatives to resolve budget and program questions, and assisting with site visits and audits. Resource Development staff recognize that by providing comprehensive and timely assistance to grant directors and staff, they are serving the intended beneficiaries of grant activities: students and the community. It is important that grants are implemented effectively not only to remain in compliance, but to provide programs and services that are effective in benefiting students and our community.

GOALS


GOAL Responsible Person(s) Completion Date Resource Needs 1. Identify grant opportunities that align with the district and college plans and goals.

Sarah Santoyo Ongoing CRD Membership

2. Develop and submit competitive grant proposals that are successful in being awarded.

Sarah Santoyo (writer)

Huong Nguyen and Maria Gil (budget, forms, formatting)

Ongoing Senior Resource Development Coordinator to provide grant development

and writing services

3. Grant projects will be implemented effectively, achieve project objectives, and will be in compliance with applicable government and funding agency regulations and terms and internal policies and procedures.

Sarah Santoyo Huong Nguyen

Maria Gil Francisco Villasenor

Ongoing Finalize department staffing through approval of

reorganization request

4. Project directors and staff will be equipped to effectively manage grant projects.

Sarah Santoyo, and staff as appropriate

Ongoing Training materials

5. Project files are maintained to audit standards. Sarah Santoyo Ongoing Staff training

6. Grant database is continually updated to provide access to accurate and complete information regarding grant development and management to guide strategic planning.

Staff Ongoing

7. Design policies and procedures that facilitate achievement of department goals and that serve as a resource for staff and other grant practitioners to use as a reference.

Sarah Santoyo August and mid-year review

GOALS


2012-2014 Goals Progress Rating

1 – 10 (10 = completed)

Comments

Identify grant opportunities 8 To date: Applied for 23 grant opportunities totaling $12,511,625. Identified prospective grants for future development: USDA HIS Higher Education grant (SAC culinary

arts program); Industry Drive Regional Collaborative (collaboration SAC and OC CTEp for engineering/manufacturing); CTE Pathways (SAC/SCC CASP, career exploration); NSF TUES (SAC math department); NSF ATE (to start biotechnology program at SAC); awaiting opportunities for teacher development in STEM following Obama’s plan to advance STEM education.

Contacted to review upcoming opportunities for Veterans Upward Bound at SAC, and the Theater Department at SAC.

Met with Brian Sos at SAC – interested in developing an exercise science programs related to DSPS; met with Sandy Morris – interested in a grant to support developing internships for CTE programs; met with Cherylee Kushida – interested in developing an online degree, and for faculty development and student training for online courses. Have not identified any opportunities yet.

Proposals are awarded 6 Of the 23 proposals submitted, 8 grants were awarded ($3,720,000); 7 grants were not awarded ($6,829,525); and 8 projects are pending ($1,962,100).

Grants are implemented effectively and are in compliance

7 The 2011/2012 audit report identified instances of insufficient processes in place to ensure compliance with grant requirements, and segregation of duties to ensure sufficient oversight.

Project directors and staff are equipped to manage grant projects effectively.

6 There appears to be a need for additional training for project directors beyond the Grant Start-Up meeting for new grants, based on the findings in the 2011/2012 report. The common theme of the findings was the need for processes in place to verify eligibility and funding requirements, and segregation of duties.

Project files are maintained to audit standards.

6 Increased workload has impacted up-to-date filing.

Grant database is up to date with accurate and complete information.

6 Will implement a systematic approach to maintaining grant list, especially as HR, payroll, and accounting may refer to that list for end dates.

Written and updated policies and procedures

7 Updated the Grant Management Handbook. Developed a brief on understanding match. Aware of upcoming changes to sub-agreements, issues related to position control, that will need to be addressed in written procedures.

TECH PLAN



3-year replacement of computers (laptops and desktops)

As appropriate, grant development and management training opportunities

BUDGETS


Object Code 2011-2012 2012-2013 2013-2014



General Fund 2000 - Classified 190,368 153,173 3000 - Benefits 93,245 68,624 4000 – Supplies & Materials 95 46 5000 – Contract & Services 3,982 3,621 6000 – Equipment 0 0 Total General Fund 287,690 225,464

Grant Funds 2000 - Classified 88,997 76,557 3000 - Benefits 48,625 40,349 4000 – Supplies & Materials 400 400 5000 – Contract & Services 0 0 6000 – Equipment 0 0 Total Grant Funds 138,022 117,306 TOTAL 425,712 409,458

* General Fund: $246,109 is budgeted for Resource Development; $41,586 is budgeted in projects #2260 and #2056 as match. * Staff split between GF, match to grants, and grant funds: Sarah Santoyo 100% GF Res Dev ; Huong Nguyen 75% GF Res Dev & 25% VTEA grant funds #1801; Maria Gil 30% GF as match to BEC, 37% to VTEA Grant funds, 33% to GF Res Dev; Francisco Villasenor 100% to BEC Statewide and BEC HUB grant funds. * $3683 in 5000 object code is to share the cost of the Division’s copier. * NOTE: Budget for Maria will be included in Resource Development and BEC planning portfolios, as Maria is an employee in the Resource Development, but she is 30% match to BEC.

SELF- STUDY

Self-Study


In the past, the Resource Development Department evaluated its services every four years through the Program Review process. In 2007, a survey was sent to all district employees and interviews were conducted with administrators and staff. A new survey will be conducted in summer/fall 2011 to identify areas to improve Resource Development service to grant project administrators, directors and staff, as well as how to improve collaborative work among departments, especially Accounting, Fiscal Services, Human Resources, Payroll, and Purchasing. In addition, the survey will elicit feedback on training areas that need to be addressed. Information from the survey and from follow-up interviews will inform the revisions made to the policies and procedures manual, The Grants Management Handbook, as well as determine a training schedule and topics for the year, provided that there is sufficient staff available to free the director to perform the training.

2. Are the services comparable in quality and scope to those offered by similar programs at other colleges? Based on general knowledge of how other college resource development programs operate, the RSCCD Resource Development Department appears to compare favorably to most other similar programs. Most community colleges do not provide the scope of services offered by RSCCD Resource Development, nor do they obtain as many grants. In conversation with colleagues at Council for Resource Development conferences, it is clear that most colleges have a grant writer, perhaps two, and most do not become involved with grants management.

3. What efforts does the program make to continually upgrade its services? Bi-weekly staff meetings serve as a forum to discuss the day-to-day operations of the department and to identify weaknesses, obstacles, and brainstorm impacts of new policies or changes in other departments. Staff talk through the common issues that arise and the different ways they have approached them, and we identify a best practice to adopt. In addition, as the goals of the Resource Development Department are to 1) produce competitive grant proposals that are funded and 2) assist directors and staff with grant management to ensure that projects are incompliance with regulations and project objectives, the department is in constant self-assessment based on the staff’s ability to achieve these two goals. Any process, or lack thereof, that is insufficient in achieving the department’s main goals is readily apparent through not receiving a grant award and through problems in budget and reporting. Reflection and adjustment are engaged in continually.

SELF- STUDY


As the 2012-2014 Goals have been modified from the 2009-2011Goals this question will be addressed in June 2012.

5. What are the strengths and weaknesses of the program? Strengths Talented, knowledgeable, and hardworking staff High success rate Service-oriented Strong relationships with colleges Strong relationships with district staff and administrators Weaknesses Departmental processes and procedures need to be reviewed, modified, and formally written to train staff, to make departmental functions more efficient, and to maintain grant development and grant files to audit standards. Effective and sufficient communication efforts Except on a limited basis, staff are not included in planning and policy discussions at the college and district, which would provide useful information to guide grant seeking.

SELF- STUDY

Self-Study Self-study standard questions: 6. How successful has the department been in obtaining grants?

SELF- STUDY


The economic downturn has led to decreases in state and federal investment in grants, which has increased competition for those funds and foundation grants.

All grant funders are now emphasizing data and research, a shift from a focus on innovation and creativity in prior years.

Increased competition and emphasis on data and research (data-driven, longitudinal data systems, baseline and target data, performance measures, research methodologies, grant projects as contributions to education scholarship, etc.) has elevated the quality standard and scholarly rigor of what constitutes a competitive proposal. Staff have to dedicate extensive time to develop more sophisticated project designs that are informed by data and research, and provide sufficient time to thoroughly review every aspect of the proposal to align all elements (need, project design, personnel, evaluation, budget) to ensure they are consistent, compelling, and anticipate readers’ judgments, and proofread/edit to catch grammar, punctuation, formatting, and calculation mistakes. As increased competition has led to circumstances where cut-off scores at 98%-100% are not uncommon, the margin for any error or ambiguity is significantly reduced.

With the department director serving as the only writer for the District, the colleges and continuing education, grant development services are so limited that it not only impacts the ability to pursue grant opportunities, but potentially threatens the success of proposals that are submitted.

Further, the director’s dedication to serving as the grant writer, detracts from the time available to manage the department, impacting the other functions and goals of the department: project director training, staff training, process and procedure development and communication, etc.

RECOM MEND.

Recommendations

1. Hire a Senior Resource Development Coordinator to add another grant writer to Resource Development to increase the department’s capacity to apply for more grant opportunities and to ensure that all proposals submitted are competitive and ultimately successfully.

2. Hire Resource Development Coordinator and an Accountant positions to enable Resource Development to provide budget and program planning assistance to project directors and staff to ensure that grant funds are expended in compliance with federal, state, and grant-specific regulations, and to ensure that projects are implemented effectively and are on target to meeting their objectives. There are approximately 200 grant budgets.

3. The colleges and district should regularly inform Resource Development about their planning goals, priorities, and needs so that Resource Development can

be more effective in finding and disseminating grant opportunities, and in developing grant projects the augment and align with the colleges and district’s needs and interests.

ORG. CHART RECOM




Portfolio



2011 - 2013

Small Business Development Center

Department

June 2013

ORG. CHART RECOM




Portfolio





ORG. CHART

Organization Chart Rancho Santiago Community College District’s SBDC (updated 2012)

Business Consultant list: Linda Hoitt Katie Nguyen Elisabeth Pechs Manal Richa Karie Armstrong Mark McCallick Manal Richa Mike (Michael) Sabellico Bill (William) Davey JJ Richa

Enrique Pérez

Assistant Vice Chancellor Educational Services

Leila Mozaffari Director

Small Business Development Center

Elizabeth Arteaga Assistant Director

Luis Kings Administrative

Clerk

Claudia Figueroa Administrative

Clerk

Business Consultants

See names above

Maricela Sandoval Manager, BEC

David Calderon, Coordinator YEP & Victor Macias, Marketing Specialist BEC

FUNCTIONS

Functions

Functions and services provided by the department:

The Orange County SBDC provides: assessment, one-on-one consulting, business and managerial training, access to capital facilitation, outreach and referral services to Orange County’s small business community. These services are provided in English, Spanish and Vietnamese. A secondary service of the Orange County SBDC is to provide start-up assistance to entrepreneurs who want to start or purchase a business. Summary of services offered by Orange County SBDC throughout Orange County include:

1. BUSINESS PLANNING - includes research, preparation, development, and review

2. MARKETING - business development, target market identification, strategy development and implementation.

3. FINANCIAL - financial statement development, analysis, strategy, capital needs, cash flow management.

4. ACCESS TO CAPITAL - determination of financing needs, preparation of financial documentation, review of final loan documentation, and referral to potential lending institutions

5. PROCUREMENT - Contracting with major corporations and the Government, proposal preparation, negotiation, contract management

6. TECHNOLOGY - Web-sites, search engine optimization, e-mail and article marketing, social media 7. SUSTAINABLE BUSINESS (ECOPRENEURSHIP) – feasibility analysis, planning, costing, pricing, sourcing, certification

8. YOUTH ENTREPRENEURSHIP –Assessment, training, consulting, business plan competition

SBDC Service locations include: Little Saigon, Santa Ana, Mission Viejo, and Brea

FUNCTIONS

Functions

Customers and recipients of services: Primary customers: Orange County’s small business Community including small businesses, associations, and chambers.

Secondary customer: Entrepreneurs or would be entrepreneurs interested in opening or purchasing a small business

GOALS


GOAL Responsible Person(s) Completion Date Resource Needs Long Term clients (5+ hrs contact and prep time)

Director/Business Consultants


Total trainees

Director/Assistant Director


Business start-ups



Capital infusion



Staff Development

All


GOALS



(10 = completed)

Comments Covering CY2012 (Jan- Dec 2012)

Number of single year Long Term clients (5+ hrs technical assistance contact and prep time)

10 Goal: 319 Actual = 419 clients

Number of business owners / entrepreneurs trained 10 Goal: 1700 Actual = 2983

Number of Businesses Started 10 Goal: 26 Actual = 40

$ Amount of Capital infusion(loans, lines of credit, equity investment) into clients

10 Goal: $12,000,000 Actual = $12,915,746

Staff development 10 Goal: 6 activities Actual =8

Other Significant Outcomes: Jobs created and retained 557 $ Sales increase $9,019,876 $ Awards and contracts: $17,103,248

TECH PLAN



Any hardware/software/training needs will be purchased with grant funds

SELF- STUDY


Object Code 2011 (Grant) FEDERAL

Including JA and augmentation 2011 (Total CASH Match)

NON FEDERAL including GF 2011 (Gen Fund Cash Match)

GF ONLY Budgeted Expended Budgeted Expended Budgeted Expended

2000 $419,595+ $72,411

=$492,006

111,600+ 46,140+

$29,466+ $244,080

=$431,286

111,600

3000 $134,108 + $4,974

=$139,082

36,710+ 21,525+

$10,176+ $54,862

=$123,273

37,155

4000 $9,440 5000 $44,900+

$8,694 =$53,594

$3,418

indirect $24,322+ $3,443

=$27,765

TOTAL $721,887 $557,977 148,755 In 2012 SBDC continued its SBA/Jobs Act (JA) grant through CSUF to expand into North Orange County and set-up a satellite center (under grant).

Self-Study

SELF- STUDY


As an accredited member of the Association of Small Business Development Centers, Orange County SBDC uses a formal and vigorous evaluation method to determine the effectiveness of its technical assistance programs. Every training attendee is surveyed to determine the effectiveness of our training program and their input is incorporated in future offerings. All clients are logged into a web-based database (WebCATS) which is accessible from any location with an Internet connection. Clients are assisted through a series of sessions. After each technical assistance session, the session discussions are documented by the consultant into WebCATS. All loan applications are tracked in WebCATS as well as all economic impact milestones such as business starts, jobs created, jobs retained, sales increased, and capital injection (loans and other).

On a quarterly basis, an effectiveness survey is e-mailed to technical assistance clients and the responses are collected by California State University, Fullerton who is responsible for tabulating the survey results and communicating them to Orange County SBDC. Surveys are in English, or Spanish. On an annual basis, the Association of Small Business Development Centers conducts a study of the effectiveness of Orange County SBDC’s technical assistance and training programs through a national survey. Results are shared with the Director for any necessary delivery improvements.

2. Are the services comparable in quality and scope to those offered by similar programs at other colleges? Orange County SBDC has been recognized by US Small Business Administration (SBDC’s Federal Funding Source) as an SBDC Center of Excellence due to the fact that our services have been deemed superior to similar programs at other colleges.

SELF- STUDY


We make every effort in the continual development of our staff whose knowledge and expertise is the most critical component of the quality of our services. When resources allow, we upgrade the tools that we use in delivery of our services.

4. How much progress has been made towards program goals? Program goals are consistently met and exceeded. This allows us to remain an excellent investment for our grantors.


Strengths: Knowledgeable and dedicated staff, positive name recognition (Orange County SBDC) in business community Weaknesses: more businesses need technical assistance in an uncertain economy than we have resources to serve them


Very successful, the SBDC grant to RSCCD by US Small Business Administration was initially funded back in 1991and we have been able to renew it for 22 years. Over the years, RSCCD’s federal allocation for the SBDC increased from $372K annually to $602K without additional general funds from the District for cash match. This accomplishment is due to our ability to garner grants and sponsorships from CSU Fullerton, Wells Fargo, State Farm, Union Bank, US Bank to name a few and matching the BEC and YEP grants to the SBDC and vice-versa.

In 2009, we were named the SBDC center of excellence by US Small Business Administration.

The SBDC department also implemented the relatively new Business and Entrepreneurship Center funding from the California Community Colleges Chancellor’s Office which allows the District to expand its services and resources to the business community. The SBDC program and the BEC program are match to one another.


Future trends expected to impact us in a positive way as the economy improves which will put more people to work and more businesses will be successful through the impact of our services resulting in a better tax base locally, state-wide and nationally and more job opportunities for students receiving their educations from RSCCD.

RECOM MEND.

Recommendations

None