2003-04 College Priorities and Selected Accomplishments

Meet the college’s need for new and updated articulation agreements with four-year colleges and universities.

  • Approved the creation and employment of a full-time counselor position with an articulation emphasis to be filled beginning July 2004.

Minimize the impact of state budget cuts on students, particularly in program area that are disproportionately targeted in the state budget.

  • Developed, through the Cost Savings Task Force, a 3% reduction plan and established 5% and 10% reduction plans, and recommended to the PBC and the college president a 3% reduction plan that had relatively minimal impact on students.
  • Developed, through the Enrollment Strategies Committee, strategies to adjust the class schedule with the philosophy of minimizing the effect on students while allowing appropriate accommodations to student demand.
  • Allocated unanticipated block grant funds released by the state for some college equipment and library book purchases.
  • Used Prop R local bond monies for plant maintenance, set-asides for new student records system, and paid off a lease revenue bond with annual payments in excess of $800,000.
  • Implemented a variety of strategies designed to minimize the impact of state budget cuts on students.

Identify specific mechanisms for improving collegewide communication, particularly in relation to state, district and college budget issues.

  • Responded to the need for increased communication about the budget and other issues by organizing monthly General Campus Forums.
  • Reinforced the process of governance by representation at the forum with a reminder to seek out current representatives on the PBC for more information, to ask questions or share ideas.
  • Launched an Academic Senate newsletter to help assist with the dissemination of information and a CSEA website where staff can access information on current issues.
  • Established a budget crisis webpage in which campus employees could ask questions or raise concerns related to budget issues.
  • Prepared budget analysis and specific budget reports through the College Savings Task Force in order to improve budget communication across the campus.
  • Shared budget information at meetings, such as Academic Senate, Chairs and Coordinators, President’s Cabinet, Administrative Council, and division council meetings, so that important budget updates were communicated in a timely way and campus feedback was obtained.

Increase coordination of all planning efforts, integration of all planning documents, and linkage of planning to budgeting.

  • Refined and updated the college’s current planning model that outlines the role of each constituent group and committee or council in shaping recommendations that lead to planning and budgeting decisions, embodied in the Organizational and Governance Structures document.
  • Developed much more specific calendars or timelines for committee and task force assignments and shared with constituent groups; provided more regular and detailed updates on progress on each assignment, and distributed broadly by e-mail, intranet web postings, and hard-copy.
  • Made presentations and held discussions with the Academic Senate, Chairs and Coordinators, ASGC Board, and other groups when specific topics emerged that required campus input.
  • Utilized the college’s existing planning processes to develop a new college Strategic Plan for the six-year period of 2004-2010.
  • Addressed the need for better integration of planning documents and timelines through periodic reports to the president’s cabinet, the academic senate, and the College Planning and Budget Council, and the development of a consolidated planning calendar for 2004-05.
  • Identified the need to renew the ties between the Educational Master Plan and the college’s Facilities Master Plan via a districtwide effort in order to strengthen the way in which the former “drives” the latter (to be implemented in 2004-05).

Increase external resources and community partnerships to create a structure for enhanced and stable college funding.

  • Established a Resource Development Initiative to focus efforts to identify and develop external resources.
  • Pursued grant opportunities by submitting proposals to funding agencies such as Las Patronas, US Bank, and many others.
  • Identified revenue generating activities such as those recommended by the College’s Cost Savings Task Force and assessed for feasibility and promotional potential.
  • Investigated potential program partnerships and identified underwriters, such as Welcome Back project.
  • Established and promoted the Open Air Marketplace and related opportunities to establish Campus Development Fund in order to consider small funding requests.
  • Enhanced business partnerships by initiating new recognition award, the “Grossmont College Foundation Walk of Fame Business Partnership Award.”
  • Coordinated grant process on campus to track and assist departments with grant and funding needs, and provided a series of six grant workshops for faculty and staff.
  • Developed a comprehensive fundraising approach that includes soliciting individuals, corporations, and organizations through grants, letters, giving programs, planned giving, and special events.
  • Supported and managed over 15 department restricted funds on campus with assistance in fundraising, financial management, and legal issues.
  • Established a “Hothand” wireless sales venture with the ASGC.
    Maintain faculty, classified and administrative staffing levels that meet student and program needs.
  • Struggled to maintain the necessary staffing levels to meet student and program needs through creative ways of stretching existing resources.
  • Created and filled new and vacant staff positions on a highly restricted basis and usually in association with outside (e.g., grant) funding. But in some cases, positions were either “frozen” or scheduled to be filled only after an extended period in order to generate salary savings.
  • Established a process which was developed by the Faculty Staffing Committee, endorsed by the Planning and Budget Council and approved by the President, to address the temporary hiring freezes of faculty positions.
  • Filled faculty and classified vacancies upon justification by the respective manager, consideration of alternatives by the manager and the respective dean, and detailed discussion with the president; with the president’s approval, the replacement request was discussed with the chancellor, who made the final recommendation to the governing board.
  • Made necessary adjustments to the operating budget based on the State’s restrictions of the general fund budget which included freezing some replacement positions.
  • Continued the process of accepting requests for replacements and new positions each spring with an update in the fall and developed a priority list which was submitted by the Staffing Committee to the Planning and Budget Council for recommendation to the President.
  • Continued to hire hourly staff, student workers and short-term employees by individual programs and departments on an as-needed basis, provided the funding for the positions was in the budget and the services provided continued to meet key program and department needs.

Increase uses of existing technology that allow staff and faculty to carry out their activities more efficiently and effectively, that allow students greater access to resources that assist them in reaching their educational goals, and that best utilize scarce college fiscal resources.

  • Identified ways of “stretching” available technology resources and related training opportunities through internal discussions and planning processes in every instructional department, student services program, and administrative services unit.
  • Distributed through a process recommended to the Planning and Budget Council, by the Equipment and Technology Committee, some state block-grant funds that allowed for the purchase of some equipment and books.