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
- 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
- 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
- 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
- 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
- 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
- Utilized the college’s existing planning processes to
develop a new college Strategic Plan for the six-year period
- 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
- 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
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.