Institutional Self Evaluation Report



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Standard IVB.3.d


The district/system effectively controls its expenditures.

Descriptive Summary


The district has shown that it has effectively controlled its expenditures maintaining a reserve of 5% regardless of the negative impact imposed by the recent severe state budget reductions in 2010- 12 and 2011-12.

The district reviews and reports its actual expenditures on a quarterly basis to the Board of Trustees following District Council review. This quarterly report (CCFS 311) is also submitted to the State Chancellor’s Office. (4B.3.d.1) Budget adjustments are also submitted quarterly for transfers between major expenditure classifications in accordance with CCR Section 58307. Alignment of budget to actual expenditures alleviates the large potential variances that would result in a larger than expected fund balance. A detailed review of expenditures by the college for all funds is presented to the Board of Trustees halfway through the fiscal year. (4B.3.d.2) Additionally, all warrants and purchase orders are reviewed and approved by the Board action on a bimonthly basis.

The district annually publishes financial reports, including an Adopted Budget, an Annual Financial and Budget Report, and an Audited Financial Statement, on the district’s website. (4B.3.d.3, 4) At the end of each fiscal year, an independent certified public accounting firm audits West Valley Mission Community College District’s financial statements. (4B.3.d.5)

Self-Evaluation


The college meets this standard. The college schedules its budgetary planning in accordance with the district's published budget calendar. The district reviews each college’s budgetary plans to ensure compliance with district guidelines and solvency.

Since 2009, the college has conducted structured budgetary reduction planning each academic year to help eliminate over $2 million in costs. While the district provides guidance to the college on the amount of reductions, each college, through College Council, independently determines how and where to make the fiscal cuts. This budgetary reduction planning has been done every year since the fall of 2009.

The district has held open forums with the campus community to address budgetary crises, and to help each college understand the budget picture, statewide budgetary issues, and the budgetary planning process.

Actionable Improvement Plans


None.

Evidence


4B.3.d.1

Quarterly and Annual 311 Reports

http://wvm.edu/documents.aspx?fid=26578&doc=26580&year=0

4B.3.d.2

College Expenditure Report to the Board

http://wvm.edu/WorkArea/DownloadAsset.aspx?id=6506

4B.3.d.3

Budget Services Documents

http://wvm.edu/documents.aspx?fid=26638&doc=26640&year=2014

4B.3.d.4

Fiscal Services Documents

http://wvm.edu/documents.aspx?fid=26578&doc=26580&year=2013

4B.3.d.5

Audit Reports

http://wvm.edu/WorkArea/DownloadAsset.aspx?id=7122

Standard IVB.3.e


The chancellor gives full responsibility and authority to the presidents of the colleges to implement and administer delegated district/system policies without his/her interference and holds them accountable for the operation of the colleges.

Descriptive Summary


Board Policy 2430 (Chancellor as Executive Officer of the Board) states the Chancellor has the “executive responsibility for administering the policies adopted by the Board.” (4B.3.e.1) Further, Board Policy 2430 states: “The Chancellor may delegate to authorized personnel of the District any powers and duties entrusted to him/her by the Board, but the Chancellor will be responsible to the Board for the execution of such delegated powers and duties.”

Likewise, Administrative Procedure 2430 asserts “the Presidents of the Colleges are responsible to the Chancellor for the development of all aspects of the educational and student services program at their Colleges and for the administration and operations of the Colleges.” (4B.3.e.2)

In accordance with the Board Policies sited above, the college presidents have the full authority to implement district policies as described in the district rules and regulations of the West valley Mission Community College District. The Chancellor gives the Presidents this authority and holds the Presidents accountable for the operation and overall performance of the colleges based on an annual evaluation process. This evaluation is based on the goals and objectives that the President establishes, and they are assessed by the Chancellor and the Board of Trustees.

The current Chancellor has been with the district since summer 2012 and worked closely with West Valley College president. Since the current West Valley College president held an Associate Vice Chancellor of Human Resources within the district prior to assuming his current role, his breath of knowledge and experience concerning district operations and the Board which provides an even more collaborative working relationship with the current Chancellor who is new to the California Community College system.


Self -Evaluation


The college meets this standard. Roles and responsibilities, including those of the Chancellor as they relate to the operational autonomy of the President, are illustrated in the functional map included in the introduction to the Self-Study and adhered to in practice.

Actionable Improvement Plans


None.

Evidence


4B.3.e.1

Board Policy 2430

http://www.westvalley.edu/committees/Accreditation/2013/evidence/4b/4B3e1_BP_2430.pdf

4B.3.e.2

Administrative Procedure 2430

http://www.westvalley.edu/committees/Accreditation/2013/evidence/4b/4B3e2_AP_2430.pdf

Standard IVB.3.f


The district/system acts as the liaison between the colleges and the governing board. The district/system and the colleges use effective methods of communication, and they exchange information in a timely manner.

Descriptive Summary


The Chancellor serves as the CEO of the district, and positions himself as the liaison between the colleges and the governing board. All college matters are presented to the Board by the Chancellor unless otherwise requested by the Board. The district system and the colleges use effective methods of communication, and they exchange information in a timely manner to the Board via electronic postings and printed documents that are disseminated by centralized offices in the district.

The District Council (4B.3.f.1), an advisory council for the Chancellor, is the primary means through which the district acts as liaison between the Board and the colleges. (4B.3.f.2) The Chancellor communicates District Council recommendations to the Board.

The President meets weekly with the District Executive Management Team. Information is communicated in both directions at these meetings, so that the district is made aware of the college’s priorities and needs while district information is shared with the college president. Through the participatory governance structure and the college administration, the President then communicates any relevant information appropriately throughout the college community. Specific informational items also may be shared at All College Day, in college-wide updates and forums, and via e-mail messages as appropriate. In addition, all members of the senior executive staff of the college and district attend most Board of Trustees meetings bi-monthly positioning them to communicate relevant information to their respective communities.

Since 2009 the former Chancellor organized the “Chancellor Roundtable” on a bimonthly basis with the Academic Senate Presidents, the Classified Senate Presidents, and, since 2012, Associated Students Organization representatives to discuss matters of concern affecting the various constituency groups. (4B.3.f.3) The purpose of the Roundtable is to facilitate direct communication between campus leadership and the Chancellor. It is a forum for any party to air concerns and to discuss possible problems. It is also an opportunity for the Chancellor to inform the campus leadership of upcoming issues/events. The Chancellor then takes relevant information from these forums as appropriate to the District Council for further discussion and/or review prior to communicating with the Board.

The District Academic Senate (DAS) was reformed and its constitution rewritten in the fall of 2011. (4B.3.f.4) Prior to that time the DAS had not met for a number of years. The DAS membership consists of an equal number of Senators from each college's Academic Senate. The purpose of the DAS is to provide a common voice to the Board of Trustees on district-wide faculty issues that fall within the purview of the Academic Senates. DAS meets on average 1 to 2 times a semester. The revised constitution specifies that if each college's Senate adopts an identical resolution, the combined votes of both senates would constitute an action of the District Academic Senate. (4B.3.f.5)

Self- Evaluation


The district meets this standard. After each board meeting, the Chancellor sends the “Board Meeting Highlights” via district-wide e-mail along with agendas and approved minutes posted to the Board webpage. (4B.3.f.5) Both the Chancellor and the President periodically e-mail important information to faculty and staff.

In the spring of 2013, a newly redefined District Enrollment Management Committee (DEMC) was established as a formal standing subcommittee of District Council to serve in an advisory role to District Council. (4B.3.f.6) The purpose of this committee is to help guide both the district and the colleges on managing enrollments in a strategic manner with student success at its core priority.


Actionable Improvement Plans


Ensure that the Enrollment Management Committee is institutionalized to provide effective and continual advice to District Council regarding enrollment management issues.

Evidence


4B.3.f.1

District Council

http://wvm.edu/group.aspx?id=58

4B.3.f.2

District Council Operating Principles

http://www.westvalley.edu/committees/Accreditation/2013/evidence/4a/district_council_operating_principles.pdf

4B.3.f.3

Chancellor Roundtable with Academic Senates

http://www.westvalley.edu/committees/Accreditation/2013/evidence/4b/SENATE_ROUNDTABLE_AGENDA_May_26_2010.doc
http://www.westvalley.edu/committees/Accreditation/2013/evidence/4b/Senate_Roundtable_Formation_Memo_6-5-03.doc


4B.3.f.4

District Academic Senate Constitution

http://www.missioncollege.org/senate/documents/DAS_Constitution_DRAFT_2010-12-08.pdf

4B.3.f.5

District Academic Senate Minutes

http://www.missioncollege.org/senate/district_as.html

4B.3.f.6

District Enrollment Management Committee

http://www.westvalley.edu/committees/Accreditation/2013/evidence/3d/District_Enrollment_Management_Committee/

Standard IVB.3.g


The district/system regularly evaluates district/system role delineation and governance and decision-making structures and processes to assure their integrity and effectiveness in assisting the colleges in meeting educational goals. The district/system widely communicates the results of these evaluations and uses them as the basis for improvement.

Descriptive Summary


Board Policy 2510 covers the roles and responsibilities of the Academic Senate, Classified Senate and Associated Student Organization governance groups in local decision making. (4B.3.g.1)

Pursuant to Board Policy 3100 (4B.3.g.2), the district maintains an organizational chart identifying the district decision-making processes and the coordination between Central Services and the colleges. (4B.3.g.3) The district and the college most recently examined roles of the district and the colleges in its draft district functional map created in spring 2012 as preparation for this Self-Study.

The district regularly reviews its role delineation, governance, and decision-making structures through the review and revision of the Board Policy Manual, which was overhauled in 2012 to align the policies with statewide standards. (4B.3.g.4) The district also regularly works on updating strategic plans—the most recent of which was developed after obtaining recommendations from an organizational review study conducted by the California Collegiate Brain Trust in 2009. (4B.3.g.5) The District Council (DC), the Chancellor’s advisory council, is the final step in district participatory governance; it advises the Chancellor on institutional planning, budgeting, and governance policies and procedures. (4B.3.g.6)

DC follows a set of adopted operating principles to guide the meetings and discussions. (4B.3.g.7) At the beginning of every semester, the DC facilitator provides an orientation session regarding the operating principles to acquaint new members of DC, and to provide a refresher to incumbent DC members. All of the DC Operating Principles are posted on the district’s website to make the DC's proceedings transparent. Additionally, DC meetings are open to the public and all members of the campus community are notified of every upcoming DC meeting.

The District Council and District Administrative Services Council engage in regular review, as often as twice annually, of their own operating principles and procedures as mandated by the District Council Operating Principles and routine practice. Outcomes of such assessments are brought back to the college for review, discussion, and further assessment and incorporated into the college’s annual goals and objectives. (4B.3.g.8)

Self-Evaluation


The college meets this standard. The evaluation of the district’s structure is addressed in its functional map document located at the beginning of this report.

The annual goals and objectives development process has been broadly disseminated to all constituent representatives. Further, the annual college and district goals are widely disseminated across campus each year to ensure the college community is informed of the annual goals that are in alignment with the district-wide goals. The college develops the annual goals each fall during a College Council retreat. Subsequent to the retreat, there are multiple readings of the proposed goals at successive College Council meetings that are open to the public. The college’s participatory governance and constituency groups use the annual goals and objectives as their common priorities and roadmap to develop their own committee focus, priorities, and/or goals and objectives. Additionally, the college community is informed of all upcoming College Council meetings, including those where college goals are discussed and potentially adopted.


Actionable Improvement Plans


None.

Evidence


4B.3.g.1

Board Policy 2510

http://www.westvalley.edu/committees/Accreditation/2013/evidence/4b/4B3g1_BP_2510.pdf

4B.3.g.2

Board Policy 3100

http://www.westvalley.edu/committees/Accreditation/2013/evidence/4b/4B3g2_BP_3100.pdf

4B.3.g.3

WVMCCD Organizational Chart

http://www.westvalley.edu/committees/Accreditation/2013/evidence/4b/wvmccd_org_chart_2012_13.pdf

4B.3.g.4

WVMCCD Board Policy Manual

http://www.wvm.edu/documents.aspx?fid=26324&doc=26745&year=0&excludeyear=1

4B.3.g.5

California Collegiate Brain Trust Report

http://www.westvalley.edu/committees/Accreditation/2013/evidence/4b/california_collegiate_brain_trust_report_12_08.pdf

4B.3.g.6

District Council Webpage

http://www.wvm.edu/group.aspx?id=58

4B.3.g.7

District Council Operating Principles

http://www.westvalley.edu/committees/Accreditation/2013/evidence/4a/district_council_operating_principles.pdf

4B.3.g.8

WVC Goals and Objectives

http://www.westvalley.edu/committees/Accreditation/goals_objectives.html



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