resource allocation handbook - san diego city college resource allocation handbook introduces all of...

Resource Allocation Handbook

FY 2014 - 2015

Updated September 7, 2015

Resource Allocation Handbook 2

Table of Contents Message from the President ........................................................................................ 3

1. Laying the Foundation: Institutional Overview ....................................................... 4

Historical Context ................................................................................................. 4

Educational Master Plan ....................................................................................... 6

Facilities Master Plan ........................................................................................... 7

2. Building the Structure ............................................................................................... 8

What Is Integrated Planning and Why Is It Important? ......................................... 8

3. Resource Allocation Model ...................................................................................... 9

4. Nuts & Bolts: Resource Allocation ........................................................................ 13

Budget Cycle ...................................................................................................... 13

Committee Oversight .......................................................................................... 13

How The Allocation Is Organized – Who Is Involved? ........................................ 13

Charge of the Resource Allocation Committee ................................................... 14

Budget Hearing Process ..................................................................................... 15

Approval Process ............................................................................................... 16

Appeal Process .................................................................................................. 17

Contingency Plan ............................................................................................... 19

5. Evaluating Effectiveness ........................................................................................ 20

Evaluation of Resource Allocation Process ........................................................ 20

6. Addendum ............................................................................................................... 21

Sample Budget Cycle ......................................................................................... 21

Annual Self-Evaluation of Resource Allocation Committee ................................ 22

Annual Evaluation of Resource Allocation Committee Members ........................ 24

Flowchart for Resource Allocation Committee .................................................... 25


Resource Allocation Handbook San Diego City College

Message from the President

Since 1914, San Diego City College has been meeting the

educational needs of our students and community.

Although programs and services have evolved over the

years in response to our community’s changing

landscape, the one constant has been our dedication to

our mission. Our City College team is focused on open

access, serving our diverse student population, and

passionate about social justice. These facets have

empowered San Diego City College to be an educational

leader in the nation, recognized for our innovation.

To accomplish our mission, and to move the institution

into the future, we have developed a comprehensive resource allocation model. Within this

model are all of the elements that help us fulfill our mission, which include integrated planning,

environmental scanning, program review and master planning, and a participatory and

transparent resource allocation model. This Resource Allocation Handbook introduces all of the

processes associated with our resource allocation model. We have divided the handbook into

six main sections to inform our internal and external stakeholders about the detailed and

structured resource allocation model used by San Diego City College.

The Resource Allocation Committee and I hope that you will find this Handbook useful in

answering all of your questions and providing guidance for “how to” engage in resource

allocation and planning at San Diego City College.

Best regards

Anthony E. Beebe, Ed.D. President, San Diego City College


1. Laying the Foundation: Institutional Overview

Historical Context

Established as the first community college in San Diego and the fifth in California, San Diego City

College began with 34 students and 4 faculty members on September 8th, 1914. Known

originally as San Diego Junior College, the institution began as an extension of San Diego High

School. For 25 years, the Junior College programs remained located at San Diego State

University. In 1938, the San Diego Vocational Junior College was established to offer training

and technical/vocational skills to post high school students. The following year, the San Diego

Evening Junior College was established to provide evening courses for adults who were unable

to attend classes during the day.

By 1946, City College relocated to San Diego High School and reorganized into three branches:

San Diego Vocational High School, San Diego College Arts & Sciences, and San Diego Evening

Junior College. In the 1950’s, the first 3.35 acres were purchased and the College received its

permanent home, with the “A” and “T” buildings opening in 1956. The campus footprint

continued to grow through the 1970’s as additional property was purchased by the campus.

Since that time, San Diego City College (SDCC) has grown to over 60 acres and has experienced

a physical transformation over the past 60 years. In 2002, taxpayers passed Proposition S a

$685 million bond and in 2006, Proposition N passed providing another $870 million bond to

the San Diego Community College District. These funds provided new, state-of-the-art

instructional and career training facilities, major renovations, enhancements, and campus-wide

infrastructure upgrades.

Located in the heart of Downtown San Diego, the campus has served as a pillar within the

community, celebrating its 100 year anniversary in 2014. As a public, two-year institution City

College offers 250 majors and certificate programs, 1,500 classes per semester, and serves

more than 17,000 students per year.


Throughout the College’s growth, San Diego City College has served as a beacon for social

justice while serving disadvantaged student populations. The College Mission States that:

San Diego City College has as its highest priority student learning and achievement. The

college provides lower division and general education courses that lead to certificates,

associate degrees or transfer to a four-year college or university; career technical education

programs that meet specific industry needs, upgrade the employment skills of students and

fulfill licensing requirements of the state of California as well as contribute to the economic

development of our region; basic skills instruction to assist all students in meeting their

educational goals; and essential student support services for all students.

As an advocate for equity and student success, the College established values identifying that:

San Diego City College is a multicultural institution committed to providing open access

to all who can benefit from instruction and to meeting the diverse and ever-changing

educational, cultural, and economic needs of the urban core and surrounding

communities of San Diego. We are committed to the tradition of academic freedom and

responsibility, to employee empowerment, and to maintaining a climate that promotes

learning, understanding and respect for students, faculty, staff, community, and the

environment. The following are core tenets of our value system:

The development of informed, active individuals who will be engaged in the global

community, lifelong learners, social justice advocates, and literate in information

technology;

Institutional community involvement, community development and community

service;

Equity, inclusiveness and diversity in all of its manifestations;

High quality instructional programs emphasizing creative and critical thinking;

Essential student support services, including co-curricular and cultural activities;

Environmental sustainability and a campus culture of conservation; and

A continuous campus-wide cycle of assessment and program review with integrated

planning and resource allocation.


As part of the Strategic Planning Process, the College identified 7 institutional priorities:

1. Student Success

2. Innovation

3. Equity, Inclusiveness, & Diversity

4. Collaboration & Outreach

5. Environmental Stewardship

6. Institutional Accountability

7. Strategic Planning

Additionally, specific objectives were identified for each priority. The Campus Master Plan and

Program Review goals align with these key campus priorities. To align with accreditation

standards, program master planning and strategic planning occurs yearly, establishing key

performance indicators for the campus to pursue.

Educational Master Plan

In 1999, San Diego City College created their Educational Master Plan. This plan was a

comprehensive plan highlighting the future educational needs of the College. This Plan was

developed in response to the San Diego City College Strategic College Initiatives and to provide

specific direction and parameters for the implementation of programs, along with activities

relating to the educational and support service programs of the College. Furthermore, the

current and future financial projections for the College and the District were also taken into

consideration when developing the recommendations included in the Plan. The overarching

objective of this master plan was to develop a document that established a framework for the

College to project the instructional programs and support services that will be needed to meet

the needs of students. The plan has since been updated on a yearly basis, incorporating the

Facilities Master Plan and Information Technology Master Plan to provide frameworks for the

continued growth of the institution. It is a dynamic document, flexible enough to adjust to new

issues and needs that may arise, yet with regular monitoring and updating, provides a solid,

quantifiable data base for future decision-making by the College and District. The San Diego City

College Educational Plan has its roots in the assessment and evaluation of both qualitative and


quantitative data relative to the educational, support service, and facility needs of the College,

as well as population demographics and employment information. This information serves as

the basis for explanations to changes that have occurred in the past and to forecast the future

needs of the College. The Educational Master Plan serves as the sole source document that

develops the needs for the Facilities Master Planning document of the College. Both plans

intertwine with each other and should a new facility be built, the instructional programs

identified for that building must be approved in the Educational Master Plan prior to being able

to proceed with such planning.

Facilities Master Plan

In 2006 the Facilities Master Plan for San Diego City College was created to serve as a guide for

future campus development. It includes graphics and narrative descriptions of the College’s

strategy to support the initiatives identified in the College Educational Master Plan. The

Facilities Master Plan supports the identified growth projections, translates educational

program needs to facilities recommendations, and positions the College to maximize funding

sources. This Plan helps to inform the allocation of resources within any bond measure that the

College receives from the San Diego Community College District. The master plan includes, but

is not limited to: renovations, demolishing of buildings, new construction, and major

improvements to existing buildings, infrastructure, or landscaping.


2. Building the Structure

What Is Integrated Planning and Why Is It Important?

Today’s community colleges must respond to an ever-changing and complex environment that

holds such challenges as reduced funding, changing student demographics, competition from

for-profit colleges, and increased accountability at both the state and national level. Perhaps

the most significant challenge is the changing needs of the students and communities. For

example, today’s new generation of learners is proficient in navigating technology and

exploring information in a virtual world. Within our communities, demand for highly trained

employees continues to grow and more and more businesses are seeking employees who hold

at least an associate degree and who possess skills and abilities commensurate with the new

and emerging job markets.

With such challenges looming at our open doors, today’s community college must shift from a

traditional method of operating to designing organizational practices that transform the way

we keep up with the needs of the 21st Century learner. At San Diego City College, Integrated

Planning serves as a roadmap that provides direction for meeting these challenges. More

importantly, planning allows the college an opportunity to identify goals and resources needed

to address the evolving needs of our students and our community.

According to the Society for College and University Planning:

Integrated planning is the linking of vision, priorities, people, and the physical institution in a

flexible system of evaluation, decision-making and action. It shapes and guides the entire

organization as it evolves over time and within its community.

Aligned with this definition of planning, San Diego City College has identified an Integrated

Planning process that captures all the critical elements needed to ensure effective programs

and services and to move the institution forward in accomplishing its mission.


3. Resource Allocation Model

The purpose of the Resource Allocation Model (RAM) is to allocate funds to support the

College’s mission, values, vision, and its strategic goals, to ensure that allocations are linked to

strategic planning and program review, and to utilize correct and effective data in budget

decision-making. Resources are all assets of the College, including its human resources, physical

resources, technology resources, and financial resources. Following is San Diego City College’s

(SDCC) Resource Allocation Model:

SDCC Master Plan

Educational & Facilities Master Plan

Dept/Div Program Review

Technology Plan

Dept/Div Program Review

Identify Resource Needs

Prioritizations by Vice Presidents

Budget Hearings Resource Allocation

Committee

Alignment with priorities of master plans

College President Approval


Each component of the San Diego City College Resource Allocation Model is defined below.

Integrated Master Plan

The Integrated Master Plan was developed based on input from State and District strategic

initiatives and input from the College community. The mission, values, and vision of the

institution were then established, followed by the development of the College’s strategic goals.

The San Diego City College Planning Model represents a continuous improvement cycle where

we 1) evaluate our environment, 2) establish college-level performance indicators, 3) identify

annual goals, 4) develop program reviews and SLOs, 5) integrate all planning documents, 6)

align planning to resource allocation, and 7) evaluate planning processes.

Educational & Facilities Master Plan

The Educational & Facilities Master Plans chart the College’s long-term course. The Educational

Master Plan is the foundation document for the Facilities Master Plan. Both focus on

institutional change, analysis, and improvement of existing conditions; both anticipate changes

in the community, growth of the College as a whole, and changes in programs and services, as

well as include institutional strategic goals and opportunities for input from all College

constituencies.

Technology Plan

The Technology Plan, in alignment with the District Technology Plan, guides the

implementation of technology at the College, responds to the strategic goals, and incorporates

technology requirements defined in the Educational and Facilities Master Plan. It encompasses

the evaluation and development of the technology infrastructure, management information

systems, operations support, and management of web resources.

Department/Division Program Review

Program review is the annual department, program, or service review cycle. Program Review

allows for analyzing the College’s instructional, instructional support, student services, and


administrative services areas to identify the following: strengths and weaknesses, solutions to

weaknesses, how each has achieved or is aligned with college strategic goals, and the

equipment, staff, and facilities needs for budget requests. In addition, the program review

includes the status on the development and assessment of student and program learning

outcomes.

Identify Resource Needs (Requests for Discretionary Funds)

Based on prior year allocations, Administrative Services prepares a report on preliminary

budget allocations. These reports are sent to the Vice President, Dean, and Program Chair of

each College division. Each division, department, program and service discusses and completes

a budget augmentation request based on its review of its budget report.

Prioritization by Vice Presidents

The Vice Presidents review each department, program, or service augmentation request

documents with the deans and directors, prioritize requests, and then submit the requests to

the Resource Allocation Committee in preparation for the budget hearings.

Budget Hearings by Resource Allocation Committee

The Resource Allocation Committee (RAC) led by the Vice President for Administrative Services

comprises the Budget Hearing Committee. This Committee is equipped with a binder containing

department, program, or service budget requests, annual or comprehensive program reviews,

and any other pertinent documentation. Each Vice President accompanied by individual

division deans and/or program directors are scheduled to present their prioritized budget

requests to the Budget Hearing Committee. The Committee reviews and analyzes all documents

and testimony given, then prepares budget augmentation recommendations for submission to

the College President.

College President Approval


The College President indicates funding priorities prior to the College Budget Hearings. The

College President, receives the budget request recommendations from the Resource Allocation

Committee, and then reviews the augmentation budget request documents along with the

RAC’s recommendations. If the priorities differ from the RAC’s recommendations, rationale is

provided in writing. However, the ultimate decision of approval or approval with

amendments/revisions is the President’s.


4. Nuts & Bolts: Resource Allocation

Budget Cycle

Within the San Diego Community College District, the budget cycle and timelines are defined at

the District level. Information pertaining to the District’s timeline is contained in the

Addendum. City College adjusts our internal timeline to coincide with the District timelines.

Committee Oversight The Resource Allocation Committee (RAC) is a subcommittee of the President’s Council. The

RAC is charged with recommending the disbursement of discretionary funds as they relate to

program reviews, to ensure that the dollars are allocated based on the resource allocation

model adopted by the College.

How The Allocation Is Organized – Who Is Involved?

Ultimately, everyone at San Diego City College has a role to play in Integrated Planning.

However, the College recognized that a formal committee was needed to provide oversight of

all resource allocation activities. During the 2014-2015 academic year, the College created a

Resource Allocation Committee (RAC) to oversee all the key functions associated with resource

allocation as it ties to integrated planning. The Committee is a cross representational group of

employees and students as follows:

Four Administrators - Appointed by the College President

Four Faculty - Appointed by Academic Senate

Four Classified - Appointed by Classified Senate

Two Students - Appointed by the Associated Student Government

Accounting Supervisor, Business Services

Chief Budget Officer (Ex-Officio)

The RAC is chaired by the Vice President of Administrative Services who serves as Chief

Business Officer and Ex-Officio. The purpose of the RAC is to ensure that the College’s strategic

planning is tied to resource allocation in a demonstrable, collaborative, evidence-based, and

sustainable decision-making process. As program review and master planning are closely


aligned with resource allocation within City College, this directly coincides with accreditation

standards. This purpose is consistent with the Sustainable Continuous Quality Improvement

level in the Accrediting Commission’s planning rubric, which includes the following criteria:

The institution uses ongoing and systematic evaluation and planning to refine its key

processes and improve student learning.

There is dialogue about institutional effectiveness that is ongoing, robust and pervasive;

data and analyses are widely distributed and used throughout the institution.

There is ongoing review and adaptation of evaluation and planning processes.

There is consistent and continuous commitment to improving student learning; and

educational effectiveness is a demonstrable priority in all planning structures and

processes.

Charge of the Resource Allocation Committee The charge of the committee is to oversee the following tasks:

1. Demonstrate knowledge about the college budget

2. Review and update the process for the development of the college budget

3. Document and communicate the budget process and yearly timeline to all campus

constituency groups

4. Communicate information about changes or adjustments to the college budget to all

campus constituency groups

5. Review all special categorical/grant allocations as needed

6. Review district and college priorities, including:

Board of Trustees’ Priorities

Chancellor’s Priorities

President’s Priorities

College Strategic Plan and/or Institutional Priorities

7. Review requests and prioritize budget recommendations for the President’s approval

8. Maintain an ongoing sharing of information and recommendations with campus

representatives on the District Budget Committee.


9. Review Accreditation Standards to ensure that the budget development process

complies with the ACCJC Accreditation Standard III Section D.

Ensure allocation recommendations are supported by Program Review

Ensure compliance with the SDCC Integrated/Strategic Planning model

Establish annual committee goals by the 2nd meeting of the Academic Year

Complete an annual self-evaluation as a committee by the end of the Academic Year

Demonstrate the Resource Allocation Committee’s contributions to Institutional

Effectiveness

10. Committee members will regularly report committee proceedings to their constituency

groups

The Resource Allocation Committee meets twice per month throughout the fall and spring

semesters. A meeting is called by the Chair when a quorum is reached. The Committee will

meet outside the semester if the need arises. During the Fall Semester, the Committee reviews

and learns the various documents needed to understand the budget process and the intricacies

of the instructional and non-instructional programs on campus. During the Spring Semester, the

Committee begins its work to prepare for and conduct its review of the budget and the

subsequent recommendations to the College President.

Budget Hearing Process

During the course of the spring semester, the RAC distributes instructions and a template

electronically, to all of the supervisors, deans, program chairs, vice presidents, president, and

other budget managers on campus. The process of planning the needs of divisions and

departments within the College also begins at the beginning of spring semester. Once all source

documentation is submitted based on the “Budget Cycle Timeline Flow Chart,” the RAC

schedules hearings with all budget managers in the College. See example:

PRESENTATION TIME ADMINISTRATOR/DEPARTMENT

8:00 am – 9:00 am Set up/Continental Breakfast

9:00 am – 9:45 am President’s Office/Business Services

10:00 am – 10:45 am Business, IT & Cosmetology


11:00 am – 11:45 am Arts, Humanities, & Communications

12:00 pm – 1:00 pm Lunch

1:00 pm – 1:45 pm Student Affairs

2:00 pm – 2:45 pm Student Development

3:00 pm – 3:45 pm Information & Learning Technology

4:00 pm – 4:45 pm Athletics

For the budget hearings, all programs are allocated 45 minutes to allow deans with many large

and/or complex programs time to defend their needs to the Committee. A number of days prior

to the hearings, all members of the Committee receive all of the source documentation needed

and reviewing these documents in advance. These documents usually translate to two five-inch

binders full of material for the entire college. Documents include, but are not limited to,

program reviews, budget requests, enrollment data, and 3 years of financial history by cost

center.

At the budget hearings, every presenter is asked to make his/her case. As documents are

presented, Committee members openly ask questions of the presenter at any time and do so to

have a better understanding of the needs of the budget in question. Many times, this is the first

time for a member of the Committee to learn anything about other areas of the College so

many times, the simplest questions are asked to better understand the various levels of needs

throughout the College.

Approval Process

A sequence of events must take place over the course of the spring semester for the allocation

of resources. Once the RAC has had its budget hearings, the Committee sets aside another day

to review what they hear during the hearings and ask further questions if needed. The

Committee then begins the process of making sure what is being recommended for the

allocation is in line with the program reviews. After the program reviews are reviewed, the

Committee then looks at the difference between the revenue anticipated for the College and

the total of all budget requests made. If there is a difference, and this frequently occurs, then


the committee must make reductions based on “established priorities” for the year. These

established priorities originate from the list on page 14 of this document.Based on priorities

that vary from year to year, the committee makes the appropriate reductions to areas within

the college to balance the budget.

Upon the completion of the Committee deliberations, the RAC then votes on its

recommendation as a whole for the annual budget. This recommendation is then forwarded to

the College President for review and approval. The President of the College receives the full

documents from the RAC to begin the review of all pertinent materials. Once the College

President has had the opportunity to review/amend/approve the budget, the College Vice

President of Administrative Services (VPAS) is notified of the approved final document.

The VPAS then compiles all documentation for a final approved budget book for record

keeping. The VPAS also completes allocation letters to all budget managers outlining the budget

from their request to final approval. This tracking methodology allows managers to see where

their specific line items were changed throughout the process. These allocation letters are

received by the administrators on campus in a detailed format, allowing them to disseminate

this information to the individual departments within their divisions for full disclosure and

transparency.

Appeal Process

An appeal process does exist for departments to appeal the decision of the Resource Allocation

Committee or the College President based on the allocation they received. Many times this is a

result of their initial allocation being reduced based on the criteria established in the allocation

process. The allocation they received may be appealed to the following ad hoc group:

College President

Vice President of Administrative Services

Vice President of Instruction

Vice President of Student Services


This ad hoc group will review appeals of the budget allocation based on the following criteria:

1. The program/department cannot meet essential requirements of accreditation or third

party accreditation based on the reductions made by one or multiple layers of approval.

2. The program/department is new to the college and thus does not have significant

historical references to make quantitative decisions based on what was presented.

3. The program/department was reduced so drastically, more than 50%, that it must

address the funding or risk the viability of the program/department.

The appeal made by the program/department must address why the need was not addressed

in the annual/comprehensive program review, must address the impact the funding level has

on the program/department, and must also address the impact the reduction has on total

students served and curriculum impact if any.

Once the above criteria are addressed in a formal appeal, the appeal must follow the signature

authority:

1. Signature of Author

2. Signature of supervising dean/ manager / vice president

3. Signature of divisional vice president

The divisional Vice President will present the appeal to the ad hoc group and all appeals will be

heard in one meeting held annually (as needed). The recommendation will be forwarded to the

President. Once a decision has been made regarding the appeal, proper notification will be

served through the Vice President of Administrative Services in the form of an approval or

denial of the request. Shall an approval be received, an amended allocation letter will be

submitted to the budget manager over that program/department. Shall an appeal be denied,

the VPAS will write a letter to the budget manager outlining the denial of the appeal. Upon the

completion of the appeals process, there will be no other recourse to have a budget reviewed


or amended in the current budget year. Any needs that have not been met for a

program/department will have to be managed within the departmental budget as allocated.

Contingency Plan

The College currently has a resource allocation process that manages how the College allocates

resources throughout its various areas. However, there are situations that arise that require the

College to keep a contingency of funds for reductions, emergencies, and other one-time needs.

To manage, the College will strive to hold a very conservative contingency to help mitigate

these issues. Shall the College have any of the above issues, and it cannot be absorbed into the

departmental budget, the College will use the contingency funds it has at its disposal to address

the problem so as not to harm the operations of individual departments. The following

represents examples of the uses for contingency funds:

1. Emergency –One of the boilers in the central plant in the College suddenly fails. This

would be an unplanned emergency as this equipment is very expensive but is needed to

operate the heating and air conditioning on campus.

2. Reductions- The State of California doesn’t meet its revenue estimate and the Governor

calls for a cut in the state budget mid-year. This would result in the colleges receiving

FTES reductions, which in turn require a reduction to the institution’s base funding. A

contingency budget can offset the reductions to minimize the impact to programs or

positions.

3. One Time Funding – The College is allowed to carry forward any fund balance from the

prior year for one additional year. These funds can only be used for one-time items as

the dollars will not be there in subsequent years. Thus, the College must use these funds

for items such as small repairs, or improvements for grounds or other areas that will not

require the funding to be annualized in the next fiscal years.


5. Evaluating Effectiveness

Institutional effectiveness encompasses the implementation and evaluation of a mission-based

master plan that is aligned with the college resource allocation model. A standard that must be

adhered to when evaluating institutional effectiveness is Sustainable Continuous Quality

Improvement. This standard was established by the Accrediting Commission and requires the

following:

The institution uses ongoing and systematic evaluation and planning to refine its key

processes and improve student learning.

There is dialogue about institutional effectiveness that is ongoing, robust, and pervasive.

Data and analyses are widely distributed and used throughout the institution.

There is ongoing review and adaptation of evaluation and planning processes.

There is consistent and continuous commitment to improving student learning, and

educational effectiveness is a demonstrated priority in all planning structures and

processes.

Evaluation of Resource Allocation Process

Under the leadership of the Resource Allocation Committee, a survey related to the

effectiveness of the resource allocation process was developed. This survey is administered by

the Chair of the Resource Allocation Committee within 60 days of the completion of the

scheduled budget hearings, usually in the month of May. Upon completion of the survey, the

results are compiled and submitted to the Resource Allocation Committee in the first meeting

of the fall semester for a review of the results. Based upon this review, the RAC begins to

formulate ways to improve the resource allocation process for the purposes of planning the

next round of allocations. The RAC will also complete an Annual Self-Evaluation before the last

meeting in the spring semester. This will be used as an evaluation tool to strive towards

continuous improvement. Each individual serving on the committee will also be asked to

complete a questionnaire assessing the transparency and collaboration of the committee.


6. Addendum

Sample Budget Cycle

Date Item Site Dept

March 12, 2015 Power Point presentation of Preliminary budget to the Board District Office Fiscal Services

March 20, 2015 Complete update on the Position Budgeting System (PBS) District Office BATS

March 23 - April 10, 2015 Campus to validate updated PBS Campus Business Office

March 23 - April 10, 2015 Contract Filled FTEF count due in Budget Department All Campuses Business Office

March 23 - April 10, 2015 Reassign Time Worksheet due in Budget Department All Campuses Business Office

March 23 - April 10, 2015 Pro-rata FTEF report to provide to the Colleges District Office Fiscal Services

April 24, 2015 Load Position Flat Files to Excel District Office Fiscal Services

April 27, 2015 Distribute Tentative Budget Allocation Model District Office Fiscal Services

April 21 - May 04, 2015 Campus input Budget to Excel worksheet Campus Business Office

May 04, 2015 Discretionary Funds Allocation Summary due in Budget Department (GFU) All Campuses Campus Business

May 01 - May 08, 2014 District Office input Budget to Excel worksheet (Restricted Funds) DO/Campus DO/Campus

May 08, 2015 All Excel input sent to Budget Department District Office Fiscal Services

May 08, 2015 Initialize 2014-2015 Chart of Accounts in People Soft District Office Fiscal Services

May 11 - May 14, 2015 GLIM and Balance District Office Budgets to Excel worksheet District Office Fiscal Services

May 11 - May 14, 2015 GLIM and Balance Campus Budgets in People Soft to the Allocation Model District Office Fiscal Services

May 15 - May 21, 2015 Begin Development of Tentative Budget Displays District Office Fiscal Services

May 21, 2015 All Budget Displays due in Budget Department District Office Fiscal Services

May 22 - May 25, 2015 Complete Displays for Tentative Budget District Office Fiscal Services

May 26 - May 27, 2015 Review Tentative Budget District Office Fiscal Services

May 28 - May 29, 2015 Make Final Changes to Tentative Budget District Office Fiscal Services

June 1, 2015 Send Tentative Budget to Printer District Office Fiscal Services

June 5, 2015 Agenda Mail out for Tentative Budget District Office Board Office

June 11, 2015 Board Meeting: Tentative Budget All Sites

June 16, 2015 Complete, Input and Balance Board Approved Budget to People Soft District Office Fiscal Services

June 16, 2015 Archive copy of Position Budgeting System as 2014-2015 Tentative Budget District Office Fiscal Services


Annual Self-Evaluation of Resource Allocation Committee

This template is provided by the Resource Allocation Committee Chair to the committee in its annual self-evaluation process.

The committee as a whole may discuss and complete one form, or may choose to prepare a consolidated form from individual members’ responses.

A consolidated committee form will be presented to President’s Council in an effort to achieve continuous quality improvement.

Instructions: Committee Goals Section Please enter each goal of your committee for this academic year in the space provided. (Space will

expand as needed.)

For each goal, please mark with an “X” the box that best describes the alignment of that goal with SDCC’s College Priorities, and the box that best describes your committee’s achievement of that goal, using the scales shown.

Please explain in the Comments section at the bottom of the page if you mark Low Alignment or Made Little or No Progress for any Goal.

If you need space for additional goals, just copy and paste new lines into the table.

Standing Committee Name: Resource Allocation Committee

Academic Year: FY 2014-2015

Alignment of Goal with College Priorities

Achievement of Goal

Committee Goals High

Alignment Moderate Alignment

Low Alignment

Met Completely

Met Partially

Made Little or No Progress

1)

2)

3)

4)

5)

6)

Instructions: Overall Committee Performance Section In each listed area, please mark your committee’s performance using the scale shown. Please

explain in the Comments section at the bottom of the page any mark in the Almost Never column.

Briefly answer the remaining questions, and add any other comments you wish. (Spaces will expand as needed.)

Please indicate the choice that best describes how often this committee’s processes, interactions,

and outcomes during fiscal year reflected each of the following characteristics. If you have no opinion for a characteristic, leave that line blank.


Characteristic Almost Always

Often Sometimes Seldom Almost Never

A. Collaborative (Sharing, inclusive, open to input, respectful of diverse opinions, characterized by meaningful dialogue)

B. Transparent (Open, easy to understand, clearly defined, characterized by effective and meaningful communication with the College community)

C. Evidence-based (Reliant upon relevant, accurate, complete, timely qualitative and/or quantitative information; not based solely on assertion, speculation, or anecdote)

D. Effective (Working properly and productively toward the committee’s intended results)

E. Efficient (Performing well with the least waste of time and effort; characterized by serving the committee’s specified purposes in the best possible manner)

Comments:

Instructions: Overall Committee Work Section For each listed aspect of committee work, please mark the choice that best describes your

committee’s performance using the scale shown. Please explain in the Comments section at the bottom of the survey any mark in the Poor column. If you have no opinion for or don’t know about an aspect, leave that line blank.

Aspect Excellent Adequate Poor

A. Fulfillment of the committee’s charge

B. Completion of items listed in the committee’s goals

C. Communication within the committee

D. Communication to and from constituency groups

E. Communication to and from the wider College community

F. Training or mentoring for you as a committee member

G. Establishment of expectations, norms, or ground rules for committee members

H. Adherence to expectations, norms, or ground rules by committee members and co-chairs

I. Alignment of the committee’s work with District-level strategic planning

Comments:


Annual Evaluation of Resource Allocation Committee Members

This evaluation serves as an opportunity for you, as a committee member, to share your personal and professional opinions about this committee’s performance.

Please complete the questionnaire below to the best of your ability. Please write legibly so that your comments can be considered in the discussions for improvement within the committee and the Resource Allocation Process.

Statement Strongly

Agree Agree

Neither Agree nor Disagree

Disagree Strongly Disagree

A. I feel comfortable contributing ideas.

B. My ideas are treated with respect, whether or not others agree with them.

C. I have had sufficient opportunities to provide input into committee recommendations.

D. I feel that the resource allocation process was transparent

E. I feel informed about the college budget and allocations

F. I feel that the resource allocation process was beneficial for City College

1. What is the committee’s single most significant accomplishment this year?

2. Please list three improvements most needed by this committee next year in its processes,

interactions, outcomes, or other aspect of its work:

3. If you would like to make any additional comments about this committee’s work or

effectiveness, please write them in the space below. Attach another form if you need more space.

Flowchart for Resource Allocation Committee

Budget Request Template Reviewed & Approved by RAC

Template w/ Instructions distributed to Budget

Managers & Chairs to be completed with input from

appropriate Dept/Div staff & faculty

Administrators send template to respective

Vice President to synthesize with other Departments within

Divisions

VP's approve & submit completed budgets to VPAS

Office

VPAS compiles budget binders for RAC Review

Budget Hearings take place,

review proposed Dept/Div budgets

RAC meets to complete budget deliberations and

finalize recommendations

President reviews and approves final budget for College

Budget compiled and submitted to

District Office

Informational Presentations are made by VPAS to Shared

Governance Committees

Budget loaded into ERP System

Budget Managers receive allocations

for Fiscal Year