COLLEGE COUNCIL MONDAY, SEPTEMBER 20,1999

BOARD ROOM 3:00 TO 5:00 P.M.

AGENDA

/ Exterior Lighting Plan

'/ Plans for Math/Social Science Building

Steve Renew/Gene Ingle

Gene Ingle/Dan Baxley

1- New furnishings on campus Dan Baxley

/ Master Planning Diane Ramirez Key Performance Indicators

Organizational Audit Wm. Kroonen

Update of the status between COD and CMC Memorandum of Understanding Funding Arrangements

Wm. Kroonen

New Faculty Mentor List Wm. Kroonen

rnformation Systems Fact Sheet Wm. Kroonen

/. Announcements by Various Constituencies Group

Distribution: W. Kroonen - Supt./Pres. V-­R. O'Donnell- CCA/CTA v M. Limon - St. Trustee R. Silva - ASCOD B. Crites - Acad. Senate v J. Moore - CSEA V" E. Snyder - Cl. Supv. V" J. Mandel - CODAA

A. Walker - Adj.lSenate ....-­L. Copeland - Adj.lSenate D. Ramirez - Member-at-large V-­M. O'Neill - Member-at-large v­J. Green - Member-at-large v , M. Breindel - Member-at-large~V--G. House - Foundation ~ B. J. Mendoza - Conf. Emp. ~

March 4, 1999

MATIIiSOCIAL SCIENCE BUILDINGS College of the Desert Desert Community College District tBP PIN 3243.10

hi

GENERAL BUILDING INFORMATION DATA SHEET

MATH BUILDING

Total Square Footage:

Number of Classrooms:

Typical Classroom Dimensions:

Typical Classroom Square Footage:

Typical Classroom Occupancy Load:

Administrative Area: Number of Offices Typical Faculty Office Dimensions: Directors Office Dimensions: SecretarylW aiting Area Dimensions: Work Area Dimensions: Conference Room Dimensions: Data Room Dimensions: Storage Room Dimensions: Staff Toilet Room:

SOCIAL SCIENCE BUILDING

Total Square Footage:

Number of Classrooms:

Typical Classroom Dimensions:

Typical Classroom Square Footage:

Typical Classroom Occupancy Load:

Administrative Area: Number of Offices Typical Faculty Office Dimensions: Directors Office Dimensions: SecretarylWaiting Area Dimensions: Work Area Dimensions: Conference Room Dimensions: Data Room Dimensions: Storage Room Dimensions: Staff Toilet Room:

Student Toilet Rooms: Men's Women's Janitor's Room Dimensions: Storage Room Dimensions:

EXTERIOR WINDOWS

12,150 s.f.

8

40' x 30'

1,200 s.f.

60

10 10' x9' 10' x 12' 21' x 13" 17' x 12' 11' x 18.5' 10' x 6' 10' x6' 1

4,860 s.f.

2

40' x 30'

1,200 s.f.

60

7 10' x9' 10' x 12'

.2Yx11" 12' x 12.5' 11' x 16.5' 7' x 3' 9' x 7' 1

2 WC 4 Urinals 6WC 5'x5' 5' x5'

Architecture

Vhinning Inrerio~

P.bn~,\':nu:n(

Exterior windows will match existing campus buildings in size and color with the exception of them having energy efficient features such as low E glass and dual glazing,

tBP/Architecture 2300 Newport Boulevard Newport Beach, CA. 92663 ph: 949 673 0300 fax: 949 673 'l2fJ7

STATE OF CALIFORNIA

CALIFORNIA COMMUNITY COLLEGES ~HANCELLOR'S OFFICE 1102 Q STREET SACRAMENTO. CA 95814-3607 (916) 445-8752

http://www.cccco.edu

September 8, 1999

James T. Pulliam Interim SuperintendentlPresident Copper Mountain Community College District 6162 Rotary Way, P.O. Box 1398 Joshua Tree, CA 92252-0879

Dear Jim:

"j /,_,,<_,' <>i>.'''~! ,> t."

/l7 l::0/,<!ELL

Pursuant to our recent telephone conversations regarding the reclassification of the Copper Mountain Center into a college, I'm putting our conversations into "'Titing.

My office has received the document, "Justification for Reclassifying the Copper Mountain Center from A Center to A College". In general. we find the application to be quite complete in addressing the requirements set forth in Section 55825-55831 of Title 5 oftlle California Code of Regulations.

As you know, however, there are two steps remaining before I can take the final or formal recommendation to the Board of Governors to reclassify the center as a college. First, the regulations contemplate the District having academic and facilities master plans that address the long-term planning of the District, including the plans for converting the center into a college. My office must approve these long-term plans. We understand that a consultant has been retained to assist in the development of these master plans, and that they will be forthcoming in the spring or early SUllllller of 2000.

Second, the regulations (Section 55827(a)) define a "college" as, "a degree-granting institution intended to provide instruction through the second year of college .. :'. As you know, Copper Mountain is not yet a degree-granting institution. since it is using the degree-granting status of College of the Desert while it (Copper Mountain) goes through

SEP 13 1999

James T. Pulliam 2 September 8, 1999

this legal condition within our regulations will have been met. Also, as you have asked, I have checked with David Wolf and he informs me that Copper Mountain's current status as a center in no way prevents the Accrediting Commission from being able to undertake its review and approval of the operation as an accredited college.

Because of provisions within Senate Bill 132, the system is to treat and fund Copper Mountain as an accredited entity, even though formal approval as a college is still pending. On the other hand, as I informed you, before we can provide categorical funding for EOPS, DSPS, Matriculation, and Cal WORKS, we will need program plans for each of these areas, and our office must approve these plans. As I also stated, assuming we receive and approve these plans within the next month or so, we are prepared to provide the entire year's funding to Copper Mountain for these categorica!s. At the time we did so, we would reduce the allocations previously made to College of the Desert to protect it at the "95% level."

In terms of funding for 2000-200 I and beyond, we plan to fund the Copper Mountain District as a separate district, with the District being entitled to small college funding formulas and other funding as a separate district. Because of the provisions of law that prohibit the creation of the new District from having a fiscal effect on other districts, we cannot make these funding adjustments for the 1999-2000 fiscal year (the year of the Board's action to create the district).

As part of our discussions, I also made you aware of other minimum conditions the new District will be required to meet in order to continue receiving state apportionments. You should be looking at the requirements of Sections 51002 et.seq. of Title 5 to ensure you comply with all of these minimum conditions. It is our expectation that by July 1. 2000, the District should have satisfied these conditions; otherwise, we will be constrained to pursue the investigation and enforcement provisions outlined in Sections 51100-51102.

After the master plans are reviewed and approved by our office, and after Copper Mountain is accredited as a college, we will be prepared to expeditiously move on final approval of the center as a college. Depending on the lapse in time, we might ask you to update your needs assessment and analysis of alternate delivery systems-should this material not be in the District's master plans submitted to our office next spring. Also, once the Board of Governors has acted, the District still faces the review of CPEC; and the nature and extent of its review and approval authority is a matter yo~ will have to work out with that agency.

If you have questions about the program and funding requirements for the categorical programs, you should contact Vice Chancellor Ed Gould at (916) 445-0102. If you have any questions about district funding formulas and what will happen regarding flow of apportionments to College of the Desert and Copper Mountain, please contact Gary Cook, Administrator of Fiscal Services, at (916) 445-6429.

James T. Pulliam 3 September 8, 1999

I hope that this letter accurately captures our discussions and understandings. If I have missed something, please let me know as soon as possible.

Sincerely,

$",b,/ Thomas J. Nussbaum Chancellor

Cc:Ed Gould Patrick Lenz Glee Johnson Ralph Black Gary Cook William Kroonen, SuptiPres. Desert CCD

B.J. Mendoza

B.J. Mendoza From: lent: fo:

Wednesday, September 15,19994:44 PM William Kroonen

Subject: COLLEGE COUNCIL

CoHCouncil920.doc

Rough Draft

Matis. to be distributed:

Copy of Insider article Copy of Key Performance Indicators Copy of MOU Copy of corrected mentor list Copy of District Fact Sheet (I'm still trying to figure out what this one mean!!)

(Judy Mandel cannot attend due to Yom Kippur so will hold off on her two issues until the October mtg.)

1

B.J. Mendoza

To:

Subject:

Faculty

Steve Schmidt Monica Langella Kurt Leuschner Rick Rawnsley Ruth Nolan Terry Crewse Zerryl Becker Victor Rios Penny Atchity

Eve-Marie Andrews Wendy Flint Ellie Frank

Jackie Weiss Academic Senate; William Kroonen Mentor List

Mentor

Darlene Romano Pat Keller

Jeff Place/Doug Walker Jack Tapleshay Cathy Brant Laura Graff Tom Gillman Anne Saddington Bob Jordan

Alma Beeuwsaert Jacke' Green Josie Gallegos

1

lIllUITIliiUUIl "'Y:Slt::IIl:S raCl ,::,neel:

B.J. Mendoza

From: Bina Isaac

Sent: Wednesday, September 15, 1999 1 :24 PM

To: William Kroonen

Cc: B.J. Mendoza

Subject: Updated Fact Sheet

Information Systems Fact Sheet:

Staff: 8 (One Dir, Two Supervisors and 5 Classified staff) Systems: Administrative System: HP 3000 on MPE/ix Operating System. Software: COLLEGE (Computer Options Company-COCO) is the Student Information System with major modules for admissions, registration, grades/transcripts, and degree audit. Various modules: Registration -- COLLEGE Financial Aid--SAFERS Facilities--COGNOS SEP (Student Education Plan)-Centura SQLBase Tracking--Leetech Listener Telephone Registration--EPOS Credit Card--Buypass / Bank of America Personnel--COCO / In house programs Catalog / Schedules -- In house

Network: 100 mb switched Ethernet, full duplexed, CISCO switches Windows NT 4.0 operating system Software Suite: Microsoft Office (Word, Excel, Access and Power point) Email: Microsoft Exchange 5.5 with Outlook Client 2000 No of Computers:

t'age I or J

277 Staff Computers and 449 Lab Computers for a total of726 Computers Computer Labs: Academic Skills Center, CAD, Nursing, DSPS, Library Alumni, Technology & Learning Center, Faculty Resource Center, Developmental Education, Economic Development (IRS) , Eastern Valley Center, Business Division. Training Software: NetG Library Online Access Subscriptions: EBSCO HOST (Journals), CDNewsBank (Newspapers) External Access: Remote Access Server.

Web Address for College web page: Desert.CC.CA.US

9/15/99

1111Ull11a.UUll 0 Y;:'lCll1::S r (t\,;l ):)l1t;t;l;

Web Address for Online classes: Desertonline.CC.CA.US Intranet: Maintained in-house

Additional information

J-'age L ot j

Primary Computer System for Student Records: Hewlett Packard 3000 with MPE.ix operating system. Backups are done nightly and rotated. Two separate copies of all data are stored off site in two different places at various intervals. There are approximately 250 users connected to HP 3000 through the network using Reflections emulation package. All internal and external reports (federal, state and county) are generated from this system. In addition to its connection to the network, the HP is also linked to DTCs for serial printers and terminal connections. The Optical Mark Readers (Scantrons) are also connected through the DTCs. The EPOS telephone registration system is another connection to the HP. The HP is available Monday through Friday from 5:00 am to 10:30 pm and all weekend, including the nights.

Servers maintained by Information Systems

DCCDRAS - Remote Access Server: This server is the Primary Domain Controller (PDC) as well as our R.A.S. server. It handles login authentication, security, and stores user information in the database. It has a Comtrol 8 port modem card for remote access into the network (primarily for troubleshooting and CMC access). It handles IP resolution with its WINS (Windows IdentifYing Network Services) software. It is programmed to handle NT network print services.

DCCDSMS - System Management Server 2.0: This server is one of two NT Backup Domain Controllers as well as the S.M.S server. As an S.M.S. server it handles network security and licensing control. The HELPDESK feature allows us to take remote control (with permission from clients) of computers for problem solving and changing configurations. It also monitors hardware performance and create reports on client computers. It periodically checks computers for software installations and logs all applications installed on the client computer in the database.

DCCDAPP - NT Application Server: This server is dedicated for housing District networked applications. It also houses our shared software directory and clients can find this on their mapped "S" drive. It currently is running five separate applications for several administrative departments. This server is the second Backup Domain Controller (BDC) for the network.

DCCDMAIL - Exchange Mail Server 5.5: This stand-alone server houses the email for the college network. It also includes web services for accessing District mail from the Internet. Currently there are over 350 email accounts and has 2.5 gigabytes of stored email data.

FIREWALL - BorderWare Firewall Server: This server is designed for protecting the District network from the Internet. It disguises all outgoing data from our network so hackers cannot find where the user resides. This has the ability to generate over a million IP addresses that can be masked from external users. All web and email traffic are proxied through this server. It also handles Domain Name Services (DNS) for the Network.

DCCDBU - Seagate Backup Exec Server ver 7.2: This stand-alone server is the network backup server. It is a multi-server version of Segates's Backup Exec 7.0 and can backup data from any computer device on the network. It has three HP Surestore tape drives capable of saving 8 gigabytes of data each. In addition, this server houses our Fax Sr. Network faxing software. Licensed clients can fax directly from the network from any program.

RESEARCH - NT SQL server: This stand-alone server has student information down loaded from the HP3000. All research data and historical student data are stored here. It is linked to the college Intranet and users can access the information through the Intranet. Currently this data is not accessible by the Internet as it is restricted to District users.

9115199

lIllUfInaUUIl L)Y:Slt::IU:::i r,U';l L)Ilt::t::l;

IMAGE - BOSS Imaging Server: This stand-alone server is designed to replace microfiche machines. This server is attached to a high-speed scanner that copies hard coded documents to the hard drive. The data is then transferred to an Optical Jukebox, where it is stored until needed.

DCCDSEP - Student Education Plan Server: This stand-alone server has a SQL database written by the Centura Corporation. The SQLBASE program stores course information on active students at the college. The counselors can log into this server and use the data to plan and track the courses for the student's degree.

DCCDNETG - Training Server: This stand-alone server houses the NETG training software. The NETG program has courses on various topics ranging from Operating Systems (i.e.; 95,NT, Unix) to applications (i.e.; MS office, Outlook, Visual Basic). The computer based training program also has the core technology-training program for Microsoft's MCSE exam This is a free training software for all District employees who have access to a networked computer.

ASC - Academic Skills Center Server: This primary domain controller provides the login access for the A.S.C. domain. Students in this domain have access to math, reading/writing and foreign language software.

ASC2 - Backup domain for the A.S.C domain: This server also stores the image files for the foreign language, writing/reading and math lab computers.

NURSING - Nursing lab server: This primary domain controller provides the login access for the Nursing domain. Students use this server to log in and access various nursing software programs.

MAL - Multiagency Library Server: This primary domain controller provides the login access for the Multiagency Library domain. Students use this server to log in and access the Internet and run Excel and Word programs.

APPLIED SCIENCE - This primary domain controller provides the login access for the Applied Science domain. Students use this server to log in and access the Internet and run AutoCad 2000, Adlus photo styler, a specialized theatre lighting program and Quark design software.

DCCDINTRANET - This stand-alone server houses the College Intranet information. Each department on campus can have their own web page with information about the services they provide. It is also used for the 1.S. help desk. It is our most powerful server running with 2 Pentium III processors and 32 gigabytes of hard disk space.

HELPDESK - This stand-alone server is the 1.S. department's original Intranet helpdesk server. It has frequently asked questions, cost of new computers and their specifications, network policies and HP3000 information for users of our student management system. It can also accommodate streaming video files and live video for campus use.

DCCDCISCO - This stand-alone server maintains our newly upgraded Cisco network. It maintains and supervises all 43 Cisco switches and network traffic. The management software, Cisco Works is on this server.

9/15/99

e ..!ns;lfe,. September 13, 1999 Volume 10, Number 4

President's Corner: I believe everyone is aware that the Desert Community College District (DCCD) has been significantly altered by the creation of the new Copper Mountain Community College District. As of this past July 1, 1999, our District is geographically much smaller, and approximately 20% of our students are no longer with us. There are many ramifications with which we must deal in the aftermath of this division of the former District.

Among the most important of the activities which we must now undertake is a thorough review of the organizational structure of the new DCCD. With the consensus of the Board of Trustees and key leadership people within our campus community, I have asked Dr. John Randall, who so capably assisted us with the Copper Mountain transition process, to critically review our organization with a view toward determining the most efficient organizational structure for us as we move into a new era of operations. We need this solid foundation so that we can carry out the important work of fulfilling our institutional Mission.

In the course of his work, Dr. Randall will be reviewing appropriate documents and will be conferring with many individuals across the campus. Based on his review and investigation, he will then draft organizational options for our consideration. Subsequently, widespread discussion will take place. With this input and reaction from many individuals and groups--most especially the College Council--in mind, the following information will be submitted by Dr. Randall: an overview of the current structure, the strengths and weaknesses of the current structure, recommended improvements in the current structure, cost implications of changes, a recommendation of the preferred structure, and some variations of the preferred structure to be considered. After final review and possible adjustments via the shared governance process, I will then make a recommendation to the Board of Trustees with regard to the overall organization of the District.

I know I can count on everyone's whole-hearted cooperation in this process.

William R. Kroonen

This Week: • Monday, September 13: • Tuesday, September 14:

5 p.m. 9a.m.

Women's Soccer VS Imperial Valley Employers Meet Students-Marriott's

• Wednesday, September 15: 9 a.m. Renaissance Esmeralda

Employers Meet Students-Hyatt, La Quinta

• Thursday, September 16:

• Friday, September 17:

• Saturday, September 18:

• Sunday, September 19:

Campus News:

Resort & PGA West 9 a.m. Employers Meet Students-Ritz Carlton,

Westin Mission Hills Wyndham Hotel

Noon Welcome Back Party/Club Rush 4 p.m. Women's Soccer VS Irvine Valley 5 p.m. Women's Volleyball VS Imperial Valley 7 a.m. Alumni Association Street Fair 9:30 a.m. Fencing Team Tournament 7 a.m. Alumni Association Street Fair

• This month the College of the Desert Library is featuring biographies. Books about Daniel Webster, Colin Powell, Buffalo Bill and Nehru are currently on display. Come to the library and "check out" the superb collection.

• The Personnel Office annouces the following vacancy: Public Relations Officer, closing date Friday, October 1.

Profiles: • Meet Eve-Marie Andrews, College Counselor. "Having been hired as a fulltime

counselor at College of the Desert, my goal has been finally achieved." That's a pretty strong statement, but it's even stronger, when you consider the background of the person saying it. Eve-Marie has lived in Liberia, Ethiopia, Thailand, the Philippines and Vietnam--she was one of the last to leave when South Vietnam fell in 1975--and she's a product of the California Community College system. She started at College of San Mateo in 1987, where her "goals were very modest." Thanks in large part to the counselors she came into contact with there, she went on to graduate magna cum laude from San Francisco State University. She received a master's degree in counseling from that institution, after serving a year's internship at Stanford University. Not bad for a community college student with "very modest goals."

• Meet Denys Arcuri, Interim part-time Public Relations Officer. Denys agreed on short notice to fill in on a temporary basis for Cheery Ketchem, who recently retired from the position for health reasons. He received an associate's degree in liberal arts from Cerro Coso Community College in Ridgrecrest, and a bachelor of arts degree in English from Sacramento State University. He has an extensive

background in both print and broadcast media; and when he's wearing his "full-time" hat, he's working in the news department for Newstalk 920 KPSI. Feel free to contact Robin Cotton in the Public Relations Office for the most effective ways to contact him.

Thought for the Week: • "If there is no knowledge, there is no understanding; if there is no understanding,

there is no knowledge." The Talmud

# # #

'. ,

Spring 1999

COLLEGE OF THE DESERT KEY PERFORMANCE INDICATORS

1999-2000

INFORMATION / DECISIONS Up-to-date technology and useful computer systems help the College to achieve its mission with excellence.

PROGRAMS College programs and services reflective of the needs of the community are accessible to all individuals and supported by highly trained, qualified faculty and staff.

PEOPLE The College is committed to the provision and support of adequate faculty and staff in both quality and quantity.

GOVERNANCE/STRUCTURE Using a shared governance process, the following concepts and items will be developed, implemented and evaluated and shared with the college and broader community:

• Board poliCies • Master Plan • Faculty Handbook • Committee structure and definitions • Administrative regulations • Organizational structure/ chart • Facilities Master Plan • Technology Master Plan • Personnel Master Plan

The outcome of these processes will be shared thus ensuring both a positive internal and external campus climate,

BUDGET Input from all areas creates a budget that best matches the priorities identified by the Master Plan.

STUDENT SERVICES The College institutes practices that provide student access, support services, success and satisfaction.

-.', N

InformationlDecisions

Up-to-date technology and useful computer systems help the College to achieve its mission with excellence.

Establish tracking of students who complete the College's degree and certificate programs to obtain accurate and up-to-date transfer data and career success data.

Update the current Program Review process and implement a formal schedule of Program Review for all programs of study.

Upgrade all systems to Microsoft Office 2000.

Provide updated brochures containing expected program outcomes and student success rates for general public consideration and for recruitment efforts.

Establish goal of complete accuracy in the reporting of MIS data to the Chancellor's Office.

Complete the Institutional Research information cycle and Decision Support System with a number of essential reports, especially regarding enrollments and instructional programs.

Designate future funding and staffing levels ofInforrnation Systems.

Continue College efforts to expand the effectiveness and use of technology, including the Internet and information kiosks to increase access to information regarding admissions, articulation, graduation, and other related policies.

Provide greater accuracy and consequentially at the data collection level.

Direct that the Student Right-to-Know results be carefully scrutinized by the institution and used as a primary source for self-assessment.

Recognize the data and information needs of the organization through Institutional Research and Information Systems responsiveness.

Share with the Office ofInstitutional Research the results of District-wide staff development needs' assessment in order to incorporate information into institutional planning and research processes that will assist the institution in conducting its mission in the community.

Complete a formal tracking of success/failure rates of students waiving the assessment test recommendatiofl compared to those following the counselor recommendations.

Investigate increased use of local cable TV stations to aid in disseminating information about the College offerings and events.

1

Develop and implement formal evaluation instruments in partnership with the Office of Institutional Research, and share the data collected with a broader audience within the District.

Adopt and implement a formal structure which integrates all planning processes in the District.

Continue studying the issue of data accuracy at the Administrative Computing Committee meetings.

Increase a yield of greater data accuracy in the main source of student information, the Application for Admission.

Direct Information Systems to complete the Decision Support System and work with users and the Office ofInstitutional Research to identify reports that will assist the District in both the planning process and the determination of outcomes.

PROGRAMS

College programs and services reflective of the needs of the community are accessible to all individuals and supported by highly trained, qualified faculty and staff.

Complete one-and two-year certificate and two-year associate degrees in that period oftime by full-time successful students.

Consider using the Reading Mastery Program as a model for the revision of Basic Skills instruction and offer this model to the local high schools for their use as well.

Monitor the demand for instructional programs, state mandated priorities, and periodically publish the priority goals for the campus community and the public so there is a clear connection between the College's Mission Statement and goals as well as an understanding of the part which shared-governance plays in this process.

Expand use of alternative methods of course delivery, including short-term and open entry-open exit courses to accommodate workers seeking basic skills and technical upgrades.

Revise the catalog and schedule of class offerings to reflect when courses will be offered on a yearly basis.

Conduct and expand, as appropriate, dialogue by faculty members with business and industry as well as with four-year institutions.

Provide technic~l support adequate to offer and expand appropriate distance learning.

Develop appropriate applied communications and mathematics courses for students majoring in Applied Science.

2

Develop future programs and their attendant courses primarily because of known demand of potential students and future employers/institutions.

Complete and update the College articulation agreements by having faculty members in occupationallV ocational areas work with faculty at all local high schools.

Require faculty to maintain in their Division Offices updated course outlines and syllabi.

Create a cyclical program review including consultation with off campus professionals.

Require each vocational program of study to have an active advisory committee that is directly involved in Program Review and development.

Develop formal evaluation instruments for on-line courses and obtain approval by the proper committees.

Offer workshops on syllabus writing during Flex.

Make available all material regarding admission requirements in taped and Braille format.

Establish and institutionalize better coordination of efforts and support services in providing distance learning to students.

Include courses in programs of study that are transferable to both California State Universities and the University of California.

Update and enforce Program Review process.

Ensure student access by the College to library services from the Eastern Valley Center.

Continue with the library's current methods of expanding the collection. However, the administration and the chairs of academic divisions should work with the Librarians to urge faculty. to make requests for new books. This will ensure that the library holding meet their needs and the needs of students taking courses from these instructors.

Continue to work cooperatively with appropriate partners to provide the best library services possible to the community.

Continue review by the Library Advisory committee for the relevance of library materials to student and curriculum needs.

Continue to seek other ways to increase usage of the Multi-Agency Library with a special focus on the use of the computer lab. .

Address the needs of the community by scheduling more courses in late afternoon/early evening hours, on weekends, as well as at the new Eastern and Western Valley Center locations.

3

1.1 !

Provide consistent, up-to-date advising in-services to all full-time faculty to train for certificate, associate and transfer programs information.

Update and implement the College Program Review process to ensure that programs/courses offered are viable and needed, and can in fact be delivered to the students and are fully supported.

Increase technical support staffing in Information Systems to meet ASC and other college of the Desert area needs, or provide the ASC with its own technician.

Provide adequate access of the ASC at the Eastern Valley Center.

Create an ASC lab at the Eastern Valley Center, with sufficient staffing to provide appropriate services to students.

Acquire course management software for Internet-based instruction.

PEOPLE

The College is committed to the provision and support of adequate faculty and staff in both quality and quantity.

Continue to educate faculty, staff and students on issues of equity and diversity within all aspects of the College.

Provide on-line access to the Personnel Policies Handbook and all bargaining contracts.

Pursue actively the hiring of enough faculty so that every program has a minimum of one faculty member assigned to that program.

Review revised District StaffDiversityl Affirmative Action Plan by the Faculty and Staff Diversity Advisory Committee.

Increase emphasis on staff diversity.

Recommend that staff development activities be designed to compensate for individual personalities to promote work cooperation, coordination and teamwork in the workplace, as part of the 1998 Human Resources Development Plan.

Develop an upwl;lrd mobility process for each constituency and increase appropriate language in the Affirmative Action Plan. Develop mentor program for individuals interested in becoming supervisor.

Add employment application forms to the College's web site.

4

Study non-teaching positions including supervisors and administrators at both campus sites.

Inform new hires specifically about academic freedom and existing faculty should have their memories refreshed on the subject, perhaps through Flex week activities or other in-service training.

Introduce specific methods to help reestablish and foster the climate of mutual respect and concern for the Desert Community College District between and among its campus constituencies.

Identify and implement mechanisms that will assure faculty participation in activities that provide service to the District in lieu of committee work.

Provide ongoing training and development for the various employee groups within the District to acquire knowledge of policies and procedures.

Create a campus-wide well ness effort.

Develop a thorough orientation process for all new employees and initiate this process by surveying other community colleges for suggestions on developing an effective orientation program.

Recommend that a review of the overall committee structure of staff development including allocation of funds, procedures and forms be initiated in order to continue to correlate staff development with individual and institutional goals and objectives and to provide equity for all constituencies.

Provide on-line access to supervisory personnel regarding new laws, policies, agreement, etc.

Develop and disseminate job descriptions for all position in the District (pDC & CMC).

Determine appropriate institutionalization of the 1998 Chancellor's Office Human Resources Technology Plan and coordinate with other offices as needed.

Develop and implement a new Trustee OrientationlIndoctrination Policy and Procedure.

Initiate and institute computerization of confidential personnel records to allow quicker access to information.

Prepare a plan to address the staffing needs (including position control and utilization) in the Personnel Maste.r Plan for all employee constituencies.

Develop faculty and management job descriptions where they do not currently exist.

Define the District-wide authority of the CIO and the CSSO.

5

GOVERNANCE/STRUCTURE

Using a shared governance process, the following concepts and items will be developed, implemented and evaluated and shared with the college and broader community?

• Board policies • Master plan • Faculty handbook • Committee structure and definition • Administrative regulations • Organizational structure/chart • Facilities Master plan • Technology Master plan • Personnel Master plan

The outcome of these processes will be shared thus ensuring both a positive internal and external campus climate.

Firm up and expand academic leadership resources to specifically address certain delineated needs.

Include in the development and orientation of the Trustees in budgetary matters not only an understanding of the budget itself but an understanding of the budget building process to ensure policy and practice are in accordance with the consistent with the District Mission and plan of Action.

Develop a training program for newly elected Trustees as well as ongoing development for continuing Trustees.

Develop an Organizational Chart that clearly depicts current lines of authority and channels of communication. Complete an updated, comprehensive, District Facilities Master Plan (with the Educational Master Plan as its foundation) that will also fulfill the newly revised capital outlay guidelines required by the Chancellor's Office.

Explore the reorganization of the Media Center, technology training and related issues with Information Systems. Integrate the planning process at DCCD so that al recommendations for improvements in programs and services arising from the formally structured planning process are clearly addressed by the interactive body and that decisions arising from the process are published.

Distribute the policies and regulations to the District constituencies as it determined appropriate.

Prepare written .definitions for all committees that will indicate their purpose, responsibilities, membership and reporting mechanisms.

Develop a long-range plan for upgrading the replacing technology and audiovisual equipment.

6

Develop a Faculty Handbook to delineate and disseminate infonnation regarding the faculty role in shared governance.

Seek funding to purchase a Held Desk software program to document the number of service calls, the amount oftime for the rendering of the services, the areas the users need assistance etc.

\Continue to develop a master plan by the leadership of the DCCD which manifests the goals of accreditation, education, and student equity.

Reconvene the Task Force on Reorganizational Structure to: 1) evaluate the current administrative structure and to make recommendations and 2) follow-up on those areas of the last report not yet addressed.

Improve campus climate and make the campus more user friendly.

Consider an ongoing, comprehensive, fonnal assessment of the College's success in achieving its overall mission and purpose. (Such a formal effort could be an outgrowth of the accreditation process, which is a "meta-evaluation" of the institution on a periodic basis.)

Implement a document imaging system in the very near future.

Develop a comprehensive Technology Plan asa result of additional funding from the state in the area of staff development technology training, by outlining procedures for use of the human resource technology funds (TTIP).

Thoroughly review and revise the Board PolicieslBy-Laws on a continuing basis.

Establish an ongoing "meta-assessment" effort. (Activities such as the Student Equity Plan and Market Basket Study do not appear to suffice for an overall evaluation of the College and its mission).

Fonnalize the process in which shared governance takes place in order to clearly identify primary institution administrators, and to make accessible their roles in the process of decision making.

Examine the committee structure to assure efficiency in reaching desired goals.

Develop a more formal self-evaluation process for the Board to Facilitate direct input fonn the various College constituencies to provide for a more effective communication system and establish an atmosphere of trust within the College community.

Establish a more formal evaluation process to effectively monitor services and student success as part of its master plan development.

Develop a master plan for distance learning including the appointment of a Coordinator or Director for Distance Learning and a Webmaster.

7

Revise the College's technology plan to include a methodology for ongoing funding.

Continue to review and upgrade evaluation processes.

Mandate formal evaluations accompanied by efforts toward greater data accuracy and by resources for additional programming of reports.

Explore other methods of informing citizens, including workshops and expansion of information on the college's web sites to reach more people. For example, an explanation of the non-credit English course, GED or high school completion program and non-degree vocational programs can be promoted through workshops and speakers throughout the community.)

Complete the newly funded scheduled maintenance project for exterior lighting at the Palm Desert Campus within the next two years that will result in a safer environment and the perception of a safer environment.

BUDGET

Input from all areas creates a budget that best matches the priorities identified by the Master Plan.

Develop committees by the SuperintendentlPresident that provide for input from all parts of the District, especially those that relate to budgetary matters.

Continue the campus and community involvement described above that seeks and secures additional funding for College campus services.

Finalize, upon completion of appropriate District Master Plans, a budget process which matches revenues with plans and priorities.

Develop and implement allocation models of categorical funding to allocate to the respective sites within DCCD.

Review the need to provide a basic maintenance and upgrade budget for the delivery of distance learning instruction.

F oHow the concerns expressed by faculty, staff and students in the District budget process and give high priority to expansion of needs in the security area.

Continue to seek. additional funding from all resources to maintain currency and address growth needs for the A8C at Palm Desert Campus.

Decide organizationally what level of resources will be devoted to the administrative division of Information Systems.

8

Seek ongoing funding to maintain both the TLC and the Coordinator's position.

Continue to seek community funding for the Puente Program and explore expanding or possibly moving it to EVC in the future.

Seek funds to increase the staffing of the library.

Research additional funding resources for staff development; i.e., externally subsidized professional workshops/seminars in specific instructional areas; grants and coordination of state technology funding.

STUDENT SERVICES

The College institutes practices that provide student access, support services, success and satisfaction.

Implement a formal assessment program of Health Services in the next year as part of a comprehensive Student Services master plan.

Design a comprehensive Student Services integration plan that promotes and enhances a campus climate which services and supports its diverse student population. The key elements of this plan will more clearly identify outcome indicators and assess student and faculty satisfaction levels.

Make the assessment test more accessible to students with disabilities by incorporating appropriate hardware and software into the assessment process.

Create a system for students to have computer access to their records, grades, and other like data.

Consider the development of additional discipline-based Orientation courses.

Seek increased supervision and tutoring for the Academic Skills Center's newly established Math lab as well as adequate English tutoring in the ReadingfWriting lab.

Use the results of a student satisfaction survey distributed Spring 1998 to help determine needs and future plans.

Increase integration and partnership with instruction, institutional support, learning resources and student services toward increased student success.

Continue to monitor student use and student success in evaluating the success of ASC services.

Address at the Palm Desert Campus, (Hilb Center) student access to general purpose computer labs through the development of open access student computer labs at COD.

9

Implement full campus coordination of the student work program.

Implement key components of Student Equity/Success Plan.

Provide greater attention and intrusiveness toward students in counseling services including increased use of success courses, an early warning system, increased follow-up, etc.

Strengthen and structure student activities programs on both campuses to provide greater continuity from year to year. This includes creation of policies, handbook, record keeping, and proce3 dures.

Make available all materials in taped and Braille format for students with disabilities.

Explore increased sharing of financial aid advising responsibility by other student services staff.

Significantly enlarge financial aid opportunities and awards.

Create a five-year plan for staffing, facilities, and funding for the Financial Aid Office.

Emphasize more faculty participation in new student Orientations in the academic advising section of the program.

Expand FERP A in service to all personnel who have access to archived records.

Efforts will be made to expand relevant materials in Spanish (multiple languages and modes) to better address the needs ofa large portion of the College's students.

Continue to review the placement test and process to ensure continued accuracy.

Revise a master Plan that integrates Student Services and the campus community.

Develop on-line registration system.

Create an ASC in the Easter Valley Center, complete with tutoring area, Supervisor's desk and storage area.

Provide budgetary self-sufficiency of student government, activities and clubs.

10

i\ppenalX JS tlNANClAL REsoURCES

Standard 9: Document References

9.1 FY 1999-00 Simulated Budget Document

9.2 PlanninglBudget Development Calendar and Attachments

9.3 Budget and Accounting Manual--selected sections

9.4 CBO job description (Draft)

9.5 Business Office Staffing Plan

9.6 Contract with SBCSS for Data Processing and Financial Support Services

9.7 DCCD Purchasing Manual

9.8 Friends of Copper Mountain Audit Report

9.9 SBCSS--Cash Flow Loan Description

9,10 SBCSS--Payroll Systems Manual

9.11 SBCSS--Accounts Payable Manual

CMCCD 9-9

FINANCIAL RESOURCES Appendix B

APPENDIX

Detailed Information on Major Components of the

Financial Management System

The San Bernardino County Schools payroll production process consists of three activities:

1. The Pre-Warrant Process 2. The Warrant Process 3. ThePost-WarrantProcess

1. The Pre-Warrant Process.

The Pre-Warrant Process involves the actual payroll data preparation and entry into the computer system by Copper Mountain per­sonnel and County School Claims personnel to prepare the School District's fmal payroll orders called prelists:

A. Pre-Warrant Process - Copper Mountain Input

It is the responsibility of Copper Mountain to enter on line two major areas concerning payment of employees. These ar-

9-10

cas are the employee labor distribution and the employee deductions.

• The employee labor distribution consists of employee monthly, hourly or daily gross pay as well as other retirement, social security, Medicare, federal and state income tax, and ac­count class information.

• The employee deductions are those deductions voluntarily re­quested by the employee which result in a lower net pay.

• Copper Mountain personnel will also set up and maintain the employer portion of benefits paid for health and welfare and distribute all employer benefits paid by the district to the General Ledger. These benefits are: STRS, PERS, FICA, Medicare, Health and Welfare, SUI and Work­ers compensation.

B. Pre-Warrant Process - School Claims

It is the responsibility of School Claims to enter all employee deductions and verify the 'locking' of District payroll data prior to the actual production of the payroll warrants.

• Employee involuntary deductions may be in the form of garnishments and additional retirement and social security deductions or refunds.

• Payroll locking is performed at the District level prior to processing all payrolls. This locking is performed by pay code and transaction type.

CMCCD

)

Appendix B

2. The Warrant Process - Information Svs­terns/School Claims.

The Warrant Process consists of the pro­duction of payroll warrants and associated reports and tapes for the County Auditor and Treasurer. County School Claims audits and verifies the information, and updates the payroll records to the Dis­trict's General ledger and in the County Auditor's and Treasurer's systems.

3. The Post-Warrant Process.

Information Svstems/School ClaimslRetirement

The Post-Warrant Process consists of pro­ducing payment to vendors for employee deductions, federal and state tax warrants and social security and Medicare warrants. In addition, on a monthly basis, County Retirement loads all payroll history files for a particular service period and pro­duces and verifies the STRS and PERS data input at the District level in the form of retirement pre lists. Information Sys­tems is then authorized to produce the final re­ports and tapes submitted to the State.

In addition, County School Claims authorizes production of quarterly SUI and SDI information as well as calendar year and W2 processing.

A detailed Payroll Systems Manual is at­tached to this report as Ref. 9.10.

II. Accounts Pavable Svstem.

CMCCD

FINA,'1CIAL RESOURCES

The San Bernardino County Schools Ac­counts Payable Production process consists of three processes:

1. Copper Mountain Process 2. School Claims Audit Process 3. Warrant Production Process

Each of these processes will involve a co­ordinated effort on the part of Copper Mountain personnel, School claims and Information Systems in order to be suc­cessful.

The Copper Mountain Input Process in­volves the actual accounts payable data preparation apd entry into the computer system by District personnel to produce Copper Mountain's final commercial war­rant orders.

It is the responsibility of Copper Moun­tain to enter on line, three major areas concerning payment of commercial ven­dors. These areas are the maintenance of a commercial vendor file, the maintenance of the batch control file and actual pay­ment to the vendor by batch number.

The maintenance of the commercial ven­dor file consists of one time entry of a re­cord per vendor and continuous mainte­nance of this record. In addition, new ven­dor records are added when necessary. The vendor record consists of the vendor name, address and other pertinent infor­mation necessary to pay the vendor.

The maintenance of the batch control file consists of adding a batch number into the computer system and assigning payments to the batch for eventual audit and authorization to pay by School claims.

9-11

FrNANCIAL RESOURCES

Various payment programs allow Copper Mountain to pay vendors of which pur­chase order encumbrance/payments and pay vouchers are two examples. Payments are assigned and submitted to School Claims by batch number. Copper Moun­tain will be assigned numbers in the 1-8999 range.

It is the responsibility of Information Systems, upon authorization by School Claims, to create the warran.ts and associ­ated reports and create the tapes for the County Auditor and Treasurer. In addi­tion, it is the responsibility of School Claims to audit and verify this informa­tion and "authorize Information Systems to update the general ledger database records for Copper Mountain.

A detailed Accounts Payable Mimual is attached to this report as Ref. 9.11.

... -12 CMCCD

)

Appendix C

Cost of Services

)

)

)

Appendix D

Student Services Provided by

Copper Mountain College

)

I

l

Appendix D - Page 1

AppendixD

Continued Student Services Provided by CMC

EOPS

• Administers the EOPS/CARE program • Recruits students to the program from the surrounding communities • Reviews Financial Aid paperwork for qualification based on

EOPS/CARE guidelines • Notifies students of acceptance or denial • Counsels new students on program requirements and responsibilities • Compiles the EOPS/CARE waiting lists • Provides counseling for all program participants • Organizes and hosts EOPS/CARE receptions • Compile CMC data for MIS report • Create and maintain CMC EOPS/CARE student folders • Takes responsibility for all forms, contracts, correspondence and

EOPS/CARE publications • Participates on EOPS/CARE Advisory Board • Maintains CMC text inventory • Mails out progress reports • Makes progress report appointments with counselors • Reviews and files completed progress reports • Processes grant approval forms two times per semester • Completes SEPs based on student's declared major • Accepts, reviews and counsels students based on progress reports • Releases EOPS/CARE checks to students • Authors, publishes and distributes monthly newsletters • Participates in annual CARE retreat • Assumes responsibility for EOPS/CARE office tasks; phones, filing,

copying, faxes, etc.

DSPS

• Schedules student appointments for DSPS assessment • Maintains a waiting list for DSPS assessment services

Appendix D - Page 2

• Notifies students of acceptance or denial into program • Conducts new student DSPS orientation • Requests disability verifications from external entities • Creates and maintains DSPS student files • Assumes responsibility for all correspondence and forms • Arranges for exam proctors for DSPS students • Maintains data base of current DSPS students • Assists DSPS students with the registration process • Maintains records of equipment out on loan to DSPS students • Collects and submits positive attendance records • Records and reports all contacts with DSPS students. • Distributes interpreter checks to DSPS aides • Creates department purchase orders for CMC funded equipment • Assumes responsibility for IDD line • Conducts general DSPS office business • Creates and distributes Faculty Notification Sheets (Allowable

Modifications) • Arranges for equipment repair • Staffs the HiTech Center Lab at CMC • Provides personal, academic and vocational counseling • Maintains liaisons with Department of Rehabilitation, Yucca Valley, and

local area high schools for TTP students

Financial Aid

• Determines financial aid eligibility by collecting, analyzing and processing all FA requests in accordance with established state and federal laws in conjunction with college policies

• Compiles students financial aid history through collection of financial aid transcripts from other institutions

~Enters data and maintains computer records for PELL, Cal Grants, loans and review work study packages

• Makes electronic corrections on Ed Express • Organizes and sends completed SARs to COD • Requests PELL checks for CMC students from DCCD business office

after final unit verification. • Uses professionaljudgment on independent status and income reductions

'{

"

Appendix D - Page 3

• Works closely with EOPS to verify student eligibility and completes necessary forms

• Works closely with CalWORKS to verify student eligibility and complete necessary forms

• Verifies eligibility and enters all Board of Governor Waivers Determines student eligibility and amount of loans base on SAN., GP A. and units completed; enters and electronically transfers data to Student Aid Commission

• Researches and compiles list of work study candidates for campus employment; completes required paperwork; forwards to COD financial aid office and DCCD payroll office

• Disseminates scholarship information to college community, reviews applications and forwards to appropriate organizations

• Resolves SAR problems via Ed Express or hard copy depending on nature of correction

• Checks gaps in academic program and progress based on current district SAP; sends out denial and/or probationary letters

• Makes "Mitigating circumstances" determinations in committee and sends out necessary correspondence

• Conducts and tracks entrance and exit workshops for loan recipients • Completes required financial aid reports for GAIN and Social Services

clients • Processes tuition assistance for active duty military and bills federal

government

Admissions and Records

• Compiles and evaluates transcripts and student records for degree audits • Hires and trains all Student Services personnel • Resolves all A&R problems for CMe students • Notifies students of academic/progress probation/disqualification, honors

and graduation • Processes all student forms for registration, evaluation and graduation

according to district policy • Maintains student records in electronic and hard copy form • Determines residency • Determines, accepts and processes fees • Determines refund eligibility and processes as appropriate

Appendix D - Page 4

• Reviews and processes academic renewals • Reviews and process requests for late withdrawals and course repetitions • Issues all official DCCD transcripts for CMC students as requested and

bills for same • Processes enrollment verifications • Processes faculty initiated grade changes and incompletes • Processes all other changes to student records in accordance with state

and district policies • Makes corrections to CMC records for MIS reporting • Prepares and maintains various reports as necessary • Files hard copies of all registration materials • Alphabetizes and files residency forms; enters into database • Scans and files applications • Maintains change notice board; updates desk copies of CMC schedules • Administers and oversees assessment testing • Approves fee deferments and oversees student accounts • Reviews and approves all course substitutions • Reviews and signs off on all degrees conferred and certificates awarded

to CMC students • Plans and coordinates the graduation ceremony

Counseling

• Provides all academic counseling in majors and certificates • Provides career and personal counseling; refers to outside agencies as

necessary • Evaluates credit from other colleges and universities for acceptance • Evaluates military, CLEP, AP and non-traditional credit for acceptance • Completes official evaluation for all CMC majors and certificates • Visits local area high schools for recruitment purposes • Meets with local area high school counselors on a semester basis • Participates in local high school college nights • Writes letters of recommendation for transfer students • Liaisons with the local GAIN Office regarding clients' majors • Represents CMC at CSUfUC counselor's conferences • Creates and revises CM major sheets based on curriculum revisions • Counsels DQ and P A students; readmits to college based on district

policies

Appendix D - Page 5

OJ • Certifies CM students for GE requirements and IGETC

\

• Provides degree plans (CODAs) and counseling for CMC students as requested or required for program participation

• Supervises counseling interns • Certifies Child Development Association Teacher for State of California • Makes appointments for CounselorslDirector; tracks counselor student

contacts • Processes SOCMAR agreements for active duty military and their family

members

Career and Transfer Center

• Organizes, manages and maintains currency of the CMC Career Center • Maintains Job Opportunities Board • Orders and organizes Career Center materials • Maintains Eureka California Information System and College Source CD

programs • Coordinates CSUIuC transfer counselor visitations • Initiates Guaranteed Admission Contracts with CSUIuC for CMC

students

Veterans Affairs

• Accepts military, CLEP, AP, and nontraditional credits • Counsels veterans and reviews course selections in accordance with VA

regulations sections 21.4135 (discontinuance dates), 21.4253 (accredited courses) and 21.4277 (unsatisfactory progress, conduct, and attendance)

• Distributes, accepts, and reviews V A paperwork with individual students • Maintains local VA files on CMC students utilizing benefits.

Appendix E

A Task List for

Copper Mountain Community College District

, ,

Appendix E

A.

1

2 3 .3 4 5

16 7

18 i9 10 11 12

.13 14 15 16 17 18 19 20 i

CMCCD Tasks - June 29, 1999 Page 1

A Task List For

The Copper Mountain Community College District I

Ju~1,1999 - Until Accreditation Is Received I

June 30, 1999

Start End Person Date Date Responsible

First Board of Trustee Meeting

Swear in appointed members of the Board of Trustees Elect officers of the Board Establish the Name of the District Set meeting times and dates Adopt Board Policies Adopt Salary Schedules for all employees Approve employement of personnel Approve contracts with other entities Approve tentative budget Adopt contents of College Catalog Adopt the College Calender Consider Legal Issues Pending Approve MOU I Certify Matriculation Statements Approve Auxiliary Organization Policy and Regs.

I

I I

Appendix E CMCCD Tasks - June 29,1999 Page 2

B. Accreditation

1 Preoare and aoolv for Accreditation Eligibility 2 Uoon establishment of eliaibililv, begin self-studv 3 Preoare for visitina accreditation team 4 Develoolnterim Report for ACCJC 5 6

C. Planning

1 Develoo an educational master Pian 2 Develoo a facility master plan 3 Develoo a financial master plan 4 Develoo an annual action Dian 5 Develoo a mission and values statement 6 Develoo a strateoicPlan 7

D. Human Resources

1 Develoo a staff developmentDian 2 Develop an affirmative action Pian 3 Submit affirmative action plan to Chancellor's

Office 4 Develop evaluation policies and procedures for all

staff 5 Recruit and employ permanent "key position"

emolovees SuoerintendentlPresident

I Chief Business Offical I Chief Instrucion and Student Services Official

Chief Human Resources Official (If Needed) I 16 Approve EQuivalencv Granting Policv 7 Aoorove a TerTIPorary Recruitment Process 8 9 10

Appendix E CMCCD Tasks - June 29, 1999 Page 3

E. Governance

1 Develop and implement a shared govemance decision making process for the college

2 Develop an orientation process for Board Members elected in November

3 Conduct an organizational meeting for the elected board

4 Establish an Academic Senate 5 Apply for College Status 6 7 8

F. Required Reports - Chancellor's Office

1 CCAF 320 Attendance Forrils First Period Second Period Annual

2 Affirmative Action Plan 3 MIS Report 4 Note: The 1999-2000 Chancellor's Office

Reporting Calendar will be a part of this task list. 5 Submit MOU and any amedments for ratification 6 7 1 8

G. I IRequired Reports - Other I I

11 Complete Statements of Economic Interest 1.2 Statement to Secretary of State (BP #1180) 3 4

15 6 7 8

H. Student Services

,1 lForm a CARElEOPS Advisory Committee ,2 IApply for CalWORKSfTANF Funding \3 'Form a DSPS Advisory Committee (ReQuired?) '4 5 1

16 17 1

) 1 1 1

)

FIvE YEAR FINAl\lCIAL PLAN APPENDIXF

APPENDIXF

COPPER MOUNTAIN COMMUNITY COLLEGE DISTRICT FIVE YEAR FINANCIAL PROJECTION

PAGEl

The community strongly believes that the establishment of Copper Mountain as a new California Community College District will enhance services to the residents of the Morongo Basin. The autonomy achieved by this new District will allow for its mission, goals and objectives to be closely tied to its fiscal resources.

This five-year budget projection has been developed with rather conservative assumptions. Specifically: that the District may not receive a "small college factor" enhancement to state base revenue and an assumption that equalization funds will not be available. Should either of those events occur, the five-year financial plan would be positively impacted.

In addition, one-time transition costs for consultants, MIS hardware/software, training, legal and other miscellaneous supplies and equipment associated with the transition to a new District are being funded from a separate appropriation and will not adversely impact this financial projection.

ASSUMPTIONS FOR BUDGET PROJECTIONS

FY 1999-2000

Revenue Assumptions:

• The total base state apportionment for the first year of operations, including both DCCD and CMCCD, will be the same as would have been received as one district. Revenue estimates are based on 1998-99 projections.

• Division of state apportionment will be on an 80% DCCD and 20% CMCCD basis.

• Beginning Balance will be split on an 80/20 basis. • COLA 1.83% • Partnership for Excellence funds budget at the 1998-99 level with a 10"/0 increase • FTES Growth of 1% (14 FTES) • No Equalization funds budgeted for 1999-2000

FIvE YEAR FINA.-:clAL PLfu\j APPENDIX F PAGE 2

• Lottery funds are budgeted at $115 per FTES (1400 FTES) • Interest will be calculated on an estimated $1,000,000 at 5%

EXPENDITURE ASSUMPTIONS:

• The current level of staffing has been increased by 7 new positions in 1999-2000 to accommodate District Status

• Employee salaries have been increased by appropriate step and range movements plus the estimated COLA

• The Employee Benefits costs are based on quotes from the Southern California Schools Employee Benefits Association

• The funds budgeted in the 4000 / 5000 portion of the budget are adequate to meet the increased costs of operating a new district

• An adequate Ending Balance, to include the required 3% reserve for economic uncertainty, is provided

• Categorical income will equal categorical expenditures; therefore, having no impact on unrestricted funds

• ASSUMPTIONS FOR BUDGET PROJECTIONS

FY 2000-2001

Revenue Assumptions:

• Annual COLA 2.0% • FTES Growth 1% (14FTES) • Equalization funds will not be provided • Lottery of$1l5 per FTES (1414 FTES) • Interest will be calculated on an estimated $1,000,000 at 5.05%

Expenditure Assumptions:

• Academic and classified salaries will increase by step and column estimates, growth estimates, plus a 2% COLA

• Employee Benefits will increase by 2% • Categorical expenditures will equal revenues • Supplies and materials, contracted services will increase by the projected CPI of

2.85% • Capital outlay will remain at 1999-2000 levels • Adequate reserve will be maintained (including 3% for economic uncertainty)

FIvE YEAR FlNANCL~ PLAN APPENDIX F

AssUMPTIONS FOR BUDGET PROJECTIONS

FY 2001-2002

Revenue Assumptions:

• Annual COLA 2.0% • FTES Growth 2% (29 FTES) • Equalization funds will not be provided • Lottery Funds at $115 per FTES (1428 FTES) • Interest on $1,000,000 at 5.05%

Expenditure Assumptions:

PAGE 3

• Academic and classified salaries will increase by step and column estimates, growth estimates, plus a 2% COLA

• Employee Benefits will increase by 2% • Categorical expenditures will equal revenues • Supplies and materials, contracted services will increase by the projected CPI of

2.85% • Capital outlay will remain at 1999-2000 levels • Adequate reserve will be maintained. (including 3% for economic uncertainties)

ASSUMPTIONS FOR BUDGET PROJECTIONS FY 2002-2003

Revenue Assumptions:

• Annual COLA 2% • FTES Growth 2% (29 FTES) • Equalization funds will not be provided. • Lottery 0[$115 per FTES (1457 FTES) • Interest on $1,000,000 at 5.15%

FIVE YEAR FrNAl'JCL>\L PLA.'I APPEl'JDIX F PAGE 4

Expenditure Assumptions:

• Academic and classified salaries will increase by estimated step and column amounts, growth estimates, plus a 2% COLA

• Employee Benefits will increase by 2% • Categorical expenditures will equal revenues • Supplies and materials, contracted services will increase by the projected CPI of

3% • Capital outlay will remain at the 1999-2000 levels • Adequate reserve will be maintained. (including 3% for economic uncertainties)

ASSUMPTIONS FOR BUDGET PROJECTIONS

FY 2003-2004

Revenue Assumptions:

• Annual COLA 2% • FTES Growth 2% (30 FTES) • Equalization funds will not be provided. • Lottery at $115 per FTES (1486 FTES) • Interest estimate on $1,000,000 at 5.25%

Expenditure Assumptions:

• Academic and classified salaries will increase estimated step and column amounts, growth estimates, plus a 2% COLA

• Employee Benefits will increase by 2% • Categorical expenditures will equal revenues • Supplies and materials, contracted services will increase by the projected CPI of

3.05% • Capital outlay will remain at 1999-2000 levels • Adequate reserve will be maintained. (including 3% for economic uncertainty)

l .. A»penulx F

Beginning Balance

Income Base Revenue Federal Other State Revenue Local Income

Total Income

Total Revenues

Exoenditures Full-time Teaching Salaries Adjunct Teaching Salaries Other Academic salaries Classified Salaries - Aides Classified Salaries - Other Employee Benefits Supplies and Materials Contracted Services Capital Outlay

Subtotal Operating Expenses Transfer Out

Total Expenditures

Ending Balance Required Reserves DeSignated Reserves Unappropriated Amounts

CM",,::'-! ear Budget

Copper Mountain Community College District Five Year Budget Projection

Unrestricted Funds 1999-2000 2000-2001 2001-2002

$363,253 $399,355 $401,467

$4,597,646 $4,730,988 $4,915,319

$161,000 $162,610 $164,220 $111,532 $112,124 $112,316

$4,870,178 $5,005,722 $5,191,855

$5,233,431 $5,405,077 $5,593,322

$1,050,696 $1,094,148 $1,139,872 $600,000 $630,000 $661,500 $585,510 $600,054 $615,086

$29,172 $31,214 $33,399 $1,031,904 $1,075,630 $1,125,799

$687,259 $701,004 $715,024 $156,982 $161,456 $166,057 $615,803 $633,353 $651,404

$76,750 $76,750 $76,750

$4,834,076 $5,003,610 $5,184,892

$4,834,076 $5,003,610 $5,184,892

$399,355 $401,467 $408,431 $145,022 $150,108 $155,547

$254,333 $251,359 $252,884

--"

2002-2003 2003-2004 $408,431 $424,554

$5,103,337 $5,298,315

$167,555 $170,890 $113,508 $114,706

$5,384,400 $5,583,911

$5,792,830 $6,008,465

$1,186,892 $1,235,851 $694,575 $729,304 $627,388 $639,935

$34,902 $36,473 $1,176,460 $1,229,401

$729,325 $743,911 $171,039 $177,026 $670,946 $694,429

$76,750 $76,750

$5,368,276 $5,563,079

$5,368,276 $5,563,079

$424,554 $445,385 $161,048 $166,892

$263,506 $278,493

..

LIGHT POLLUTION l<~( )UIK~lVl~NT0 lVIAIKIA

SEPTEMBEl\. 20, 1999

PALOMAR PALM DESERT COD

Horizontally Shielded YES YES YES

Turn Off Not Needed Lights YES YES YES 11:00pm 11:00pm

Light Type Low Pressure High Pressure High Pressure Sodium Sodium Sodium

Max Height Not Specified 30' 25' Street/Parking

Max Height Not Specified 15' 12' Securi ty / Pedestrian

Min. Amount Outdoor YES YES YES Oudoor Task Lighting

Outdoor Lighting Good Design Good Design Good Design

~ "-~

" ~

< ~ , -~

-Jl ,

'" ~ , '" .."

Outdoor Lighting Control

The Good

The Bad

The Ugly

/I I /' Page 1 of2 L)J I 'L.4 <'-Ne,' L..

'1- l-o - 7,

Outdoor Lighting

• More cost efficient.

• Directs light down and to the sides as needed; light control.

• Reduces glare; more even illumination.

• Reduces light trespass onto neighboring properties.

• Helps preserve the dark night sky.

• Wastes energy into the sky.

• Glare, light trespass and harsh illumination.

.• Illwninates little but for the bellies of birds.

http://www.as.utexas.edu/mcdonald/vc/lightingllighting-Eraphic.html 6/14/99

)

July 1, 1999

Memorandum of Understanding Between

Desert Community College District and Copper Mountain Community College District

WHEREAS, pursuant to legislation, it is the intent and desire of the parties to the Memorandum of Understanding to form a new community college district to be known as the Copper Mountain Community College District,

WHEREAS, that portion of the Desert Community College District presently identified as the Copper Mountain Campus (Center) will, by law, become a new community college district as of July I, 1999, and

WHEREAS, the Copper Mountain Center, formerly a Center within the Desert Community College District, will become a Center within the Copper Mountain Community College District until such time that it is approved as a College by the California Community College Board of Governors.

WHEREAS, an application for approval of the Copper Mountain Center as a College will be expediently filed by the Copper Mountain Community College District with the Chancellor's Office,

WHEREAS, this document shall hereinafter refer to either the Copper Mountain Center or the Copper Mountain College as "Copper Mountain College" or "CMC,"

WHEREAS, Copper Mountain College needs to operate under the accreditation of the College of the Desert until such time as it can earn accreditation on its own, and

WHEREAS, the parties wish to assure current and future Copper Mountain College students that they will be properly credited for units undertaken at Copper Mountain College, and

WHEREAS, the Desert Commnnity College District and the Copper Mountain Community College District wish to act in their respective and mutual best interests by resolving all questions concerning division and allocation of real and personal property, assets and finances, as well as the assignment of employees, and

WHEREAS, the parties have met and negotiated this Memorandum of Understanding in good faith, they hereby agree as follows:

1

July 1, 1999 Purpose ofthe MOU

This memorandum of understanding (MOU) is entered into this 1st day ofJuly, 1999 by and between the Desert Community College District (hereinafter "DC CD") and the Copper Mountain Community College District (hereinafter "CMCCD"). The primary purposes of this MOU are:

(1) to insure that students at Copper Mountain College (hereinafter "CMC") will be given credit for accredited courses, programs, and degrees by the College of the Desert (hereinafter "COD") until such time that CMC can become an accredited institution by the Accrediting Commission for Community and Junior Colleges (ACCJC) or at the expiration date of this MOU whichever is sooner;

(2) to clarify the roles of both districts and colleges during the period of this MOU; and

(3) to facilitate the transition of the Copper Mountain Campus and service area into a separate community college district by providing for the disposition of assets and liabilities as well as the assignment of employees.

The COD will be required to file a "Request for Substantive Change" regarding its accreditation status to the ACCJC in order to grant credit for course work taken at CMC. This request must be approved by the ACCJC. This document will be submitted as a supporting document to justify this approval.

Term ofthe MOU

This MOU will be in effect until CMC receives accreditation granted by the ACCJC or until June 30,2002, whichever comes first. If the voters do not approve the formation of the CMCCD at the eJection called pursuant to SB 1665 as amended by SB 132, this agreement becomes null and void and CMC returns to the DCCD to be operated as a Center of COD.

Conditions of Extension and Tennination of this MOU

This MOU may be extended, or terminated by mutual agreement of both parties. Upon termination of this agreement, credits earned thereafter by students will no longer be recognized as being earned through the DCCD.

Process to Respond to Disagreements Between the Parties

If either party alleges that the other party is violating the terms of this MOU by not fulfilling its obligations, the party making such allegation shall request an informal meeting between the parties to attempt to resolve the issue. The meeting shall take place within 15 working days after such request. If the concerned party is not satisfied with the proposed solution to the alleged violation, the concerned party will cite the alleged

2

, 1

f

To:

From:

Date:

Subject:

Members of the Boards of Trustees: Copper Mountain Community College District Desert Community College District

John D. Randall, Consultant

July 20, 1999

Final MOU Document

The attached document is the proposed final document to be approved by both Boards of Trustees. This document includes the content of the MOU approved by the Desert CCD Board on June 17, 1999 meeting and the amendments to that document approved by the Desert CCD Board on July 15, 1999 meeting.

The amendments included the deletion of Appendix C and revisions of Appendix D. That has been done. There are also a few tasks added to the Task List in Appendix E as a result of the Board of Governor's conditions on approval.

The section titled "Legal Actions," page 9, has been reworded to reflect the intent of the Desert Community College Board approval. They had approved it to read as follows: "To be negotiated." It was presented to the Copper Mountain CCD Board in its original wording that was not approved by the Desert CCD. To date, the issue has not been negotiated and the following statement is being recommended to be approved by both boards:

Legal Actions

This section will be developed as an amendment to this MOU to include, but not limited to, the liabilities of each party in the pending lawsuit Mitchell vs. Desert Community College District.

, /

July 1, 1999 violation in writing and submit it to the other party within 10 working days of the informal meeting. The party being accused of violating the MOU will have 10 working days to respond. If the concerned party still believes that the response does not meet the conditions of this MOU, a third party arbitrator will be requested from the American Arbitration Association (AAA) by the concerned party. This request will be filed within 10 working days of receiving the response. The decision of the arbitrator will be advisory to the DCCD Board of Trustees. The two parties will share equally the cost of any arbitration requested. Resort to the AAA is limited to providing a panel of arbitrators from which to select and to providing other facilitating services. The AAA's Rules of Procedure shall not apply to such hearings. Nothing herein prevents the parties from mutually agreeing upon an acceptable arbitrator without requesting a panel from AAA.

The ACCJC will be kept informed of any dispute pertaining to this MOU and will be requested to respond to any issues that may affect the accreditation status of COD.

Process for Change in MOU

Any changes to this MOU by mutual agreement of the two parties will also be forwarded to ACCJC for review and to the State Chancellor for review and ratification. No changes may be made that will negatively affect the accreditation status of COD or the accreditation efforts of CMC.

The parties also hereto agree as follows:

1. Accreditation

Students attending CMC will be given full credit by the COD for the course work satisfactorily completed at CMC until the expiration of this MOU. In order to insure that the COD accreditation standards are being maintained by CMC, the DCCD will maintain oversight of those operational matters that could have a negative effect on the accreditation status of COD and its ability to continue offering credit to CMC students. This oversight includes the assurance that there is competent management of CMC, that the CMC is meeting the accreditation standards to which COD is being held, that the CMCCD has an adequate budget, and that CMC is operating within the general policies and procedures of the DCCD insofar as such policies and procedures impact the accreditation status of COD.

To insure that the key management positions are acceptable to DCCD, CMCCD will consult with DCCD during the hiring process for the key_managerial positions and the DCCD reserves the right to approve the appointment of these key managerial positions including the CEO (Chief Executive Officer), the CIO (ChiefInstructional Officer), the CSSO (Chief Student Services Officer), the CBO (Chief Business Officer), and the CHRO (Chief Human Resources Officer). Both the DCCD and the CMCCD Boards must approve these appointments. The DCCD must also approve the Board Policies adopted by the CMCCD, the budget approved by the CMCCD, all courses and programs approved by the CMCCD.

3

July 1, 1999

The CMCCD agrees that CMC will complete and submit its application for Eligibility for Accreditation within eight month~ after the formation of the district.

2. Governance

Board of Trustees and Chief Executive Officer

The CMCCD will operate as a separate district with a separate five person Board of Trustees. Subject to the provisions of SB 1665 as amended by SB 132, the San Bernardino County Board of Education will appoint an interim Board of Trustees that will serve until the board members elected in the election called pursuant to the above referenced legislation assume their offices. The CMCCD Board at its first Board meeting will appoint an Interim SuperintendentlPresident. Upon the establishment of the CMCCD, a search will begin within 3 months for a permanent SuperintendentlPresident. The goal is to have a permanent SuperintendentlPresident appointed within 8 months from the start of the search.

Board Policies

Upon formation of the new district, the CMCCD Board will adopt an essential set of policies that will allow them to operate until such time that expanded policies can be developed. The policies adopted by the CMCCD will include a statement indicating that they will operate within all applicable Education Code sections, applicable Title 5 regulations, and other applicable State and Federal Laws. The policies adopted CMCCD must also be approved by the DCCD during the period of this MOU.

Board Agenda

The Board agenda presented to the CMCCD BOT at its first scheduled meeting after establishment of the new district will be jointly prepared to insure all required areas are properly addressed. DCCD and CMCCD will each designate appropriate personnel to accomplish this task. Subsequent agendas will be developed by the CMCCD.

Organizational Structure

The approval of the initial organizational structure of the CMCCD is a part of this MOU. The organizational chart is located in Appendix A. This organization may be modified by the CMCCD in the future to meet the needs of the district.

4

July 1, 1999 Miscellaneous

The DCCD and CMCCD Boards will jointly approve a detailed list of tasks to insure an effective transition to a stand-alone community college district. This list will serve as a guide for CMCCD in preparing for future accreditation, for the operation of the district, and for complying with state and federal reports and requirements. (See Appendix E)

Whenever this MOU calls for DCCD approval, such approval will not be unreasonably withheld.

3. Human Resources

Staffing

CMCCD agrees to appoint an experienced and competent human resources director on an interim basis effective July 1, 1999. Additional support in the form of a personnel analyst/technician and clerical support will be acquired by CMCCD as needed. CMCCD will assume full responsibility for all HR related functions as ofJuly 1, 1999.

CMCCD will advertise for a permanent director within six months after the establishment of the district if it is deemed that a permanent director is needed. If needed, the appointment will be made after the selection of the CEO, but prior to June 1, 2000.

Position Control

DCCD agrees to provide CMCCD with a listing of all currently authorized full time and part time positions. This listing will be segregated by status - administrator, academic -full and part time, classified - full and part time and will include all positions approved for the 19999-2000 fiscal and academic year. CMCCD will use listings provided by DCCD as the basis for establishing a position control system that will interface with San Bernardino County Office of Education data systems.

Personnel Files

Original or copies of all materials for persons transferring from the DCCD to CMCCD filed in Official personnel files, medical files, 1-9 forms, tenure review or other evaluation forms and ongoing discipline/grievance and recruitment files will be provided and certified as accurate by DCCD to CMCCD. The documents for the full-time staffwiII have been transferred by July 1, 1999. The documents for other personnel will be provided on request. The DCCD staff will duplicate the documents and the cost to duplicate will be shared equally by the DCCD and the CMCCD.

CMCCD recognizes the sensitivity and confidentiality of these records and agrees to provide appropriate storage for such records and further agrees to limit access to those records to management, confidential and other employees or authorized agents who must

5

July 1, 1999 access all or part of these records to perfonn the functions of their position. Subject to applicable procedures, the individual employee and/or authorized representative may also access his or her personnel file. Pending appointment of an interim or permanent HR. director, the Interim SuperintendentlPresident will control access.

Personnel Data Base

The Interim Human Resources Director will work with the Interim Chief Business Officer and the San Bernardino County Office of Education (SBCOE) to establish a personnel database that is compatible with the SBCOE payroll, "Sams" and ''Magic'' data systems. Implementation of a fully functional, stand-alone database will be completed by June 30, 2000. In addition, the Interim HR. Director will evaluate various applicant tracking software products that will be compatible to the personnel data base and provide automated affinnative action reporting for recruitment activities and other reports as required by the Chancellor's Office, State and Federal agencies. The selected product will be used beginning with the Spring 2000 recruitment process.

Salary Schedules

DCCD will provide CMCCD copies of all salary schedules to include placement of positions within those schedules. Any schedule approved prior to July 1, 1999 for implementation during the 1999-2000 fiscal or academic year will be included. The CMCCD Board of Trustees (BOT) will adopt all salary schedules and placement of positions within those salary schedules, effective on the date the CMCCD is established.

Classified Job Descriptions

DCCD will provide CMCCD copies of all currently approved job descriptions. These will be adopted by CMCCD. Future changes or modifications to these job descriptions will be approved by the CMCCD Board.

Other Job Descriptions

Job descriptions for administrators, division chairs and faculty will be developed by CMCCD to be adopted by the CMCCD BOT at the first duly authorized meeting of that body.

Faculty Staffing Plan

CMCCD will develop a comprehensive faculty-staffing plan to include short tenn and long tenn staffing by December 31, 1999. Special emphasis will be given to improving the full-timelpart-time ratio and to insuring full time faculty assignments in all general education areas.

DCCD will submit to the DCCD Board of Trustees a listing of continuing full time faculty to be employed at CMCCD effective July 1, 1999 and thereafter prepare and send

6

)

July 1, 1999 notices of continued employment for the 1999-2000 academic year to those faculty for employment at CMCCD. The CMCCD BOT at their first scheduled meeting will approve those faculty members accepting continued employment after July I, 1999.

July 1 Appointments by CMCCD

Summer school for summer 1999 will commence at CMC on July 6,1999. Listings of all faculty scheduled to teach during the summer will be presented to the CMCCD BOT for approval at its first scheduled board meeting.

Both the DCCD and the CMCCD Boards of Trustees must approve key position appointments that are effective July 1, 1999. These appointments will be recommended and approved by the CMCCD BOT at its first meeting and will also be approved by the DCCD BOT at a meeting its first meeting following the CMCCD Board's first meeting.

All employees in classified positions assigned to CMC will be appointed by the CMCCD BOT effective 1 July 1999. Any changes or additions to the permanent classified staff will be submitted to the CMCCD BOT for approval as appropriate. DCCD will have prepared and issued notices in April 1999 of continued employment to all classified staff members on appointments ofless than 12 months. Copies of those notices will be provided to CMCCD. DCCD in conjunction with Copper Mountain Campus staff will have determined which, if any, classified employees will have received lay-off notices due to uncertainty of continued funding for their positions. Any such lay-off notices will have been issued by DCCD no later than May 15, 1999.

All part-time employees deemed needed by the CMCCD will be appointed by the CMCCD BOT effective July 1, 1999 or as appropriate. Temporary, student and tutor employees will also be appointed by the CMCCD BOT as appropriate.

Recruitment

DCCD agrees to complete the recruitment process for all pending and approved positions. Employees selected will be submitted to the DCCD BOT for approval for hire within CMCCD effective July 1, 1999 or Fall 1999 semester as appropriate. CMCCD BOT will approve all such hires at their fITst scheduled meeting after the formation of the District. If the hiring process has not been completed by July 1, the CMCCD will complete the process.

CM Campus will have provided a listing of anticipated part time faculty openings for the fall semester to DCCD no later than April 30, 1999 for appropriate recruitment purposes; all further activity on those positions will be accomplished by CMC in accordance with approved policy and procedures.

CMCCD will submit temporary recruitment processes to the CMCCD BOT at their first scheduled board meeting. These processes will be modifications of the currently existing

7

July 1, 1999 and approved processes of DC CD. A temporary equivalency granting process for faculty will also be prepared and submitted for approval at that time. These processes will take into account the necessity for providing for subject matter expertise as necessary and will be subject to approval by the DCCD. The processes will be finalized prior to spring 2000 recruitment. DCCD will provide copies of all forms currently in use and these forms will be modified for use at CMCCD.

For positions arising after July 1,1999 and during the term ofthis MOU, CMCCD will continue to follow policy and procedures established by DCCD when applicable. CMCCD agrees to look at committee structure, minimum qualifications, subject matter expertise on committees, and equivalency policies and submit revised policies to the CMCCD BOT for approval within six months of the establishment of the CMCCD.

Processing Of Employees

Upon establishment of the new district, all employee-processing functions will be assumed by CMCCD in accordance with requirements set forth by the San Bernardino County Office of Education (SBCOE). DCCD will provide all forms currently being used by the district and those will be modified as necessary. These forms will include, application forms, payroll processing package, retirement, warrant designation TSA, 1-9, Fingerprint, TB and medical forms plus other forms currently in use at DCCD.

Until an interim or permanent HR director is appointed, DCCD will review and verify transcripts and salary placement for faculty hired after the establishment of the new district to assure consistency with past practices regarding salary placement. To the extent possible, this review will take place prior to submission of the person to the CMCCD Board of Trustees for approval. If such review is not possible prior to the CMCCD Board of Trustees' meeting, the salary will be set at the minimum level subject to retroactive increase at the next scheduled board meeting. When an interim or permanent HR director is appointed at CMC, that person will perform these functions.

Staff Development

For the 99-2000 academic year the currently appointed members of the CMC Staff Development Committee will work with the SuperintendentlPresident and his/her administrative staff to plan appropriate staff development activities based upon funding being made available from the Chancellors Office and other sources.

During the 99-2000 academic year approval for continuing Flex Days will be obtained as required by the Education Code. A staff development coordinator will be appointed by the SuperintendentlPresident and will represent the District in the statewide consortium (4CSD) as well as submit required reports to the State Chancellor's office.

8

• !

July 1, 1999 Labor RelationslEmployee Relations

CMCCD agrees to adopt any salary, vacation, holiday, and leave changes in effect at DCCD on July 1, 1999. Salary placement/advancement, longevity and shift differential policies currently in effect at DCCD will be continued at CMCCD during 1999-2000 and until policies developed by CMCCD are approved by CMCCD Boards of Trustees.

Existing agreements between DCCD and the exclusive bargaining representatives of existing bargaining units at the DCCD are not binding on the CMCCD and its employees. Notwithstanding the above, CMCCD recognizes and respects the rights of its employees to form, join, and participate in lawful activities of employee organizations of their own choosing and the equal alternative right to refrain from joining or participating in employee organization activities. CMCCD also is committed to a shared governance process which recognizes the importance of soliciting and carefully considering input from those employees affected by decisions, policies and procedures adopted by the District.

Legal Actions

This section will be be developed as an amendment to this MOU to include, but not limited to, the liabilities of each party in the pending lawsuit Mitchell vs. Desert Community College District.

Affirmative Action

CMCCD recognizes and supports the necessity for a diverse faculty and staff which mirrors, to the extent possible, the diverse student and community populations serviced by the college. To that end, CMCCD will immediately upon the establishment of the District, appoint an Affirmative Action Coordinator and will adopt the Affirmative Action Plan currently approved by the DCCD BOT and the State Chancellor's office, with the exception of the goals and timetables numbers.

Upon receipt of funding and availability data from the State Chancellor's Office CMCCD will, within six months, develop an Affirmative Action Plan for the district.

DCCD will prepare and submit to the appropriate agencies all year end/close out reports for 1998-99. Copies of those reports will be provided to CMCCD to be used as a baseline for future reporting.

In addition to the AffIrmative Action Plan CMCCD will develop, and or modify Sexual Harassment policies and investigative procedures, ADA, FMLA, and Title 9 policies and procedures. Appropriate policies and information regarding the Drug Free Workplace Act will be modified from policies currently approved by DCCD.

9

July 1, 1999 4. Business Services

Accreditation

In anticipation of the need to address Standard 9 of the accreditation standards in the future, a review of the business area was completed responding to those standards. This document will be used as a reference when the accreditation self-evaluation takes place during the period of this MOU. (See Appendix B)

Board Policies & Procedures

The CMCCD agrees to adopt a limited set of Board Policies in the area of Business and Finance that will be essential to operate as an independent District on July 1, 1999. These policies will be expanded, as necessary, to ensure a full set of Business Policies & Procedures are in place by July 1,2000.

Five-Year Financial Projections

Both districts are aware that the future financial stability of the CMCCD is an important component of its success. Included in this MOU is a Five-Year Financial Projection for income and expenditures. It includes the assumptions that were made in developing the projections. (See Appendix F)

Staffing

The CMCCD agrees to adopt and implement the Business Office Organizational Chart and Staffing Plan included as Appendix A to this MOU. The CMCCD also agrees to appoint an experienced and competent Chief Business Official on an interim basis effective July 1, 1999. The appointment of the permanent CBO will be made after the selection of the CEO and prior to June 1,2000.

Fiscal Agent

The CMCCD agrees to contract with SBCSS (San Bernardino County School Services) for financial services to include, but not limited to, payroll, accounts payable, purchasing, budgets, retirement, accounts receivable/cash receipts and internal audit processes to include random statistical sampling of warrants, review of budget transfers and cash flow monitoring. Appendix B provides more detailed information on financial resources for the new District and has been written specifically to address ACCJC Standards.

Budget Oversight

The CMCCD agrees that during the life of this MOU, SBCSS, Business Services Division, will have budget oversight authority to include the authority to disapprove the budget only if it does not conform to generally accepted accounting procedures and State of California guidelines regarding fund balance. It is further agreed that, during the term

10

July 1,1999 of this MOU, SBCSS will notify DCCD and CMCCD of any problems or potential problems impacting the fiscal stability of CMCCD.

Annual Audit

The CMCCD agrees to employ the same firm as does DCCD to conduct its annual audit.

Cash Flow

The CMCCD agrees to obtain a temporary loan from the County of San Bernardino (Constitutional Advance in accordance with Education Code Section 85220) to ensure that cash flow needs are met until property tax and state apportionment funds are received.

Employee Health & Welfare Benefits

The CMCCD agrees that it will take the necessary action to ensure that Health & Welfare Benefits are in place for all eligible employees of the new District effective July 1, 1999.

Worker's Compensation & Property & Liability Insurance

The CMCCD agrees that it will take the necessary action to ensure that Worker's Compensation & Property & Liability Insurance are in place effective July 1, 1999.

! Purchasing & Warehouse

)

The CMCCD agrees to adopt and adhere to the DCCD purchasing manual during the life of this MOV. Deviations to comply with SBCSS electronic purchasing system will be coordinated with DCCD.

Division of Assets & Liabilities

The CMCCD and the DCCD agree that the diviSion of assets and liabilities necessary to accommodate Copper Mountain Campus becoming a separate District will be accomplished as follows:

1. The following real property, personal property and fixtures will be distributed based on location, unless otherwise delineated in the negotiated agreement. At this time, the only identified area in this category needing further investigation would be the area of equipment purchased through grants/contracts/donations.

• Land • Buildings • Furniture and Equipment • Fixtures • Vehicles • Inventory/Stores

11

July 1,1999

2. The following assets and liabilities will be distributed based on FfES: • Reserves - Unrestricted General Fund • Distributed JP A Reserves

3. The following assets and liabilities will be distributed based on current or intended use: • Redevelopment funds • Partnership for Excellence Carryover • Parking Fees • Health Fees • Scholarship Funds • Student Body Funds • COP Debt (Computers and Fiber Optics)

4. The following liabilities will require specific negotiated Agreements: • Current and Pending Lawsuits • Retiree Health Benefits • Worker's Comp Claims • Categorical Programs That Allow Carryovers

5. Disputes will be settled in accordance with Education Code 74281.

5. Instructional Services

Staffing

The CMCCD agrees to appoint an experienced and competent ChiefInstruction Official on an interim basis effective July I, 1999. CMCCD will advertise for a permanent CIO within six months after the establishment of the district. The appointment of the permanent CIO will be made after the selection of the CEO and prior to June 1,2000.

The staffing for Instructional Services at CMC will remain essentially the same as was in place when CMC operated as a center. Faculty will be replaced as required by the Chancellor's Office to maintain the required full-time/part-tirne ratio. All hires, both contract and adjunct, will meet the State's minimum qualifications.

Curriculum

All curriculum approvals will follow essentially the same process as the one being used when CMC operated as a center. The CMC Curriculum Committee will approve CMC curriculum proposals after consultation with the COD faculty in the subject area proposed. The COD Curriculum Committee must then also approve the proposed curriculum change proposals. Upon approval of both curriculum committees, the proposals will be recommended to both Boards of Trustees for final approval. Both of the curriculum committees will invite members from the other college to attend their

12

July 1, 1999 meetings as ex-officio members to provide input and consultation. In order to make any changes in the curriculum to be offered at CMC, both Boards must approve the changes. All courses, programs, certificates, degrees, involving additions, deletions or major changes must go through this process. It is also agreed that few, if any, changes in the curriculum will be made by CMC during the period of this MOU. Curriculum proposals to be offered only at COD will need approval of only the COD Curriculum Committee and the DCCD Board.

Internet Courses

Internet courses, which have been approved as Internet courses by the COD curriculum committee, may be offered by CMC. CMC must obtain training for those faculty offering these courses. The courses must also be offered by contract or tenured faculty using the CMC Server.

Library

The libraries of CMC and COD will continue to operate as separate entities. Library privileges will be granted to students from both CMC and COD to use either library.

Catalog and Class Schedule

CMC will produce its own catalog effective the date off ormation of the CMCCD. The first issue and future issues will contain all programs and coursework to be offered by CMC. The catalog will also include a statement that the credit for courses taken and degrees earned at CMC will be granted by COD.

COD will continue to include all of the courses offered at CMC only in its catalog until such time that CMC receives accreditation. The DCCD will not take action to remove any courses or programs being offered only at CMC unless there is mutual agreement with the CMCCD.

COD will also include the names of the full-time Faculty Members and Academic Management employees at Copper Mountain College in its college catalog.

CMC will produce its own class schedule. COD will review and approve both the CMC catalog and class schedule prior to publishing.

Programmatic Issues Identified by Chancellor's Staff

The DCCD and the CMCCD will address outstanding prograrmnatic issues identified by the Chancellor's Office staff according to a timetable deemed appropriate by the Chancellor.

13

July 1, 1999 Educational Master Plan

CMC will begin immediately upon the formation of a new district to develop an educational master plan, which will include both short and long-range plans for the development of instructional services at CMC. This plan will be completed and approved by the CMCCD Board no later than one year after the formation of the CMCCD.

6. Student Services

Staffing

The CMCCD agrees to appoint an experienced and competent Chief Student Services Official on an interim basis effective July 1, 1999. CMCCD will advertise for a permanent CSSO within six months after the establishment of the district. The appointment of the permanent CSSO will be made after the selection of the CEO and prior to June 1, 2000.

Staffing of the Student Services Programs at CMC will remain the same except for the addition of one person who will be the director of both the EOPS and DSPS programs and one person who will be a half-time counselor.

EOPS

EOPS will add a half-time Director. The services that were provided for students when CMC operated as a Center will continue to be provided. (See Appendix D)

DSPS will add a half-time Director. The services that were provided for students when CMC operated as a Center will continue to be provided. (See Appendix D)

Financial Aid

The services that were provided for students when CMC operated as a Center will continue to be provided. (See Appendix D)

A software program will have been developed for the CMC system to provide COD the needed information to determine eligibility for financial aid. CMC will continue to use the master record at COD to obtain the eligibility information.

Admissions and Records

The services that were provided for students when CMC operated as a Center will continue to be provided by CMC. (See Appendix D)

14

, }

July 1, 1999 CMC has purchased software that will allow it to manage its course master list, class schedule, and the processing of student records. The staff has been trained to use the software and a competent Information Services person will be employed by CMCCD to assure that data needed are being provided.

CMC will be responsible for collecting all of the student data necessary for permanent student records for both the CMCCD and the DCCD. The CMCCD will also provide student data that are needed for the Chancellor's Office reports including but not limited to the MIS Report and the 320 Report.

It is also understood that since course credit it being granted under the auspices of the COD that the COD must maintain or have access to permanent records for all of the students attending CMC. During the term of this agreement those records may be housed at CMC. CMC agrees to download, as needed, all of the information necessary to allow the COD to maintain accurate and auditable information about the students who will receive credit from the COD.

In turn, the COD will download to the CMC copies of all of the records of students who attend CMC during the last 12 semesters. Requested copies of records of students who are or have attended CMC that may need transcripts or other verification of attending CMC will be provided by CMC as they have been when CMC operated as a center.

The DCCD agrees to authorize the Director of Student Services at CMC to sign and verify that students have completed the coursework and degree requirements at CMC as listed on the student transcripts. COD will issue the transcripts.

Health Services

Pursuant to Education Code Section 76355, CMC will not be required to provide health services for students. These services will not be provided and CMC will not charge health fees. Referral services will be developed by CMC for students who need health-related services.

Counseling

Counseling will add a half-time counselor. The services that were provided for students when CMC operated as a Center will continue to be provided. (See Appendix D)

Articulation

In preparation for district status, CMC has appointed an articulation officer. Since courses and programs taken at CMC are credited as COD courses and programs during the period of this MOU, COD will continue to develop articulation agreements with other entities. CMC has assumed, and will continue to assume, the following responsibilities: attending articulation and training sessions; incorporating the COD curriculum updates in the CMC Faculty Forum; publish the CMC catalog based on relevant parts ofthe COD

15

July 1, 1999 catalog; and maintaining the Service Members' Opportunity College Membership and honor Service Opportunity College articulation agreements. CMC will assume full responsibility for articulating courses and programs upon receiving accreditation.

Career and Transfer Center

The services that were provided for students when CMC operated as a Center will continue to be provided. (See Appendix D)

Veterans' Affairs

The services that were provided for students when CMC operated as a Center will continue to be provided. (See Appendix D)

Athletics

There is no intention to implement an intercollegiate athletic program at CMC at this time. Efforts will be made to develop an agreement with COD and the State Commission on Athletics that will allow academically eligible students to participate in the athletic program at COD.

All student fees will be the same as those for the COD students with the exception of health fees and Student Center Fees. Health fees will not be charged at CMC since the services will not be provided. There will also be no student center fee charged at CMC since the proceeds from these fees are not used for the CMC facility.

Educational Master Plan

CMC will begin immediately upon the formation of the new district to develop an educational master plan, which will include both short and long-range plans for the development of student services at CMC. This plan will be completed no later than one year after the formation of the CMCCD.

16

July 1, 1999 8. Cost for Services

CMCCD recognizes that while funding for the FTES generated by students attending CMCCD will no longer be received by DCCD, DCCD will have rights and responsibilities as outlined in this MOU, concerning those students until CMCD receives full accreditation or until the expiration of the MOU - whichever comes first. CMCCD also recognizes that DCCD has experienced and will experience unusual costs in the process of rescaling its operation following the reorganization. DCCD has also agreed to provide some assistance to CMCCD: administrative oversight of the current ACCJC requirements to be met by CMCCD as outlined in the Commission letter of June 21, 1999; cooperation with CMCCD as CMCCD pursues the process leading to full accreditation from ACCJC. Both parties believe that the best interests of DC CD and CMCCD will be accomplished by funding services for the life of this MOU in the following manner.

The $1.5 million provided in SB-160 (The Budget Bill) and in AB-IIIS (The Budget Trailer Bill) for CMCCD will be allocated on a 113, 2/3 basis with 113 to CMCCD and 2/3 to DCCD. Upon receipt of these funds by CMCCD, the DCCD 2/3 share will be promptly forwarded to DCCD.

In future years, any funding identified by the State as furtherance of the CMCCD startup process will be allocated on a 113, 2/3 basis with 113 to CMCCD and 2/3 to DCCD.

If no such funds are received in the future by either party, CMCD agrees to reimburse DCCD for direct costs of assistance provided by. DC CD .

9. Approval Deadline

Approval of this MOU is contingent on approval of both parties no later than July 23, 1999.

Approved by:

Date ___ _ Desert Community College District

Date, ____ _ Copper Mountain Community College District

17

Appendix A

Copper Mountain Community College District

Organizational Chart

"'-"

Copper Mountain Community College District Organizational Chart

Board of Trustees

Superintendent/President

Public Information Officer

Dean of Instruction 11 Human Resource Officer

Director Student Services

Director Base Programs

Librarian

Division Chair Fine Arts and Humanities

Division Chair Science and Technology

Coordinator CalWORKSlWork Experience

HR Technician

2/ Chief Business Officer

Supervisor Administrative Services

Facilities/Operations Director

MIS Coordinator

)0-"0 "0 It>

" a. ~.

>< )0-

"--. ~,,,j'

Copper Mountain Community College District Organizational Chart

Notes to Organizational Chart

11 An interim HRO will be hired effective July 1, 1999.

21 An interim CBO will be hired effective July 1, 1999.

".-'

:.. "0 "0

'" ::::J a. ~.

x :..

\.,""" '"",-~,

Copper Mountain Community College District Business Office

121 Audit Firm

I 11 Chief Business Official 21 SBCSS

Business Servi( ces

Secretary l-

I I I

Supervisor 31 Facilities/Operations 41 MIS Coord Administrative Services Director ::J H Senior Accounting Technician I H Facitilies I H Payroll Technician I H Maintenance I y~ur~hasing Technician I H Security I

H Grounds I H Custodial I H Warehouse I .. _ ....

"" "0 ""0

'" ::I Cl. ~.

x

""

\., ... ~ -"', .....

Copper Mountain Community College District Business Office

Notes to Business Office Organizational Chart

II An interim CBO will be hired effective July I, 1999.

21 An independent audit firm and SBCSS will provide technical support during the transition period.

.. /

3/ The Facilities/Operations Director will not be hired during the first year of operations. (Those duties will be picked-up by the CBO until the position is filled.)

4/ A full time MIS Coordinator will be hired as soon as possible.

:p "C "C

'" ::::J 0-~.

x :p

)

Appendix B FINANCIAL RESOURCES

STANDARD

9 Financial Resources

The institution has adequate financial re­sources to achieve, maintain, and enhance its programs and services. The level of financial resources provides a reasonable expectation of financial viability and institutional improve­ment. The institution manages its financial affairs with integrity, consistent with its edu­cationalobjectives.

9A: Financial Planning

9A.I Financial planning supports institutional goals and is linked to other institutional planning efforts.

The goal of the establishment of Copper Moun· tain Community College District (CMCCD) as a new California Community College has been the key focus in the current financial planning. The community strongly believes that such establish· ment will enhance services to the residents of the new District. The autonomy achieved by this new District wi!! allow for its mission, goals and ob­jectives to be closely tied to its fiscal resources. In addition, the separation will allow for the planning of growth in a much more consistent and routine manner.

9A.2 Annual and long-range financial planning ref/ects realistic assessments of resource avail­ability and expenditure requirements. In those institutions that set tuition rates and which reo ceive a majority of funding from student fees and tuition. charges are reasonable in light of the op­erating costs. services to be rendered. equipment. and learning resources to be supplied

CMCCD

The annual simulated budget for FY 1999-00 (Ref. 9.1) reflects realistic projections of in­come and expenses. It has been developed with rather conservative assumptions. Specifically: that the District may not receive a "small college factor" enhancement to state base revenue and an assumption that equalization funds may not be available. Should either of those events occur, the financial plan would be positively impacted. The budget document detail denotes which ex­penditures are one-time and which are ongoing.

In the financial planning for its initial year of op­eration, CMCCD has incorporated the additional staffing positions it estimates are needed in order to operate as a new District.

9A.3 Annual and long-range capital plans sup­port educational objectives and relate to the plan for phySical facilities

CMCCD's facilities master plan was developed based upon its educational master plan. Desert Community College District's (DCCD's) five year capital outlay plan includes projects at the CM site. (Both of these documents are discussed in detail in Standard 8.) Current requests for State capital outlay funding include two essential projects at the CM site (ADA compliance and FirelWater supply systems).

CMCCD is forrunate in that the age and develop­ment of their capital facilities will not prove to be a financ ial burden on the new District.

9·\

FINANCIAL RESOURCES Appendix B

9AA Institutional guidelines and processes for financial planning and budget developml!7ll are clearly defined and followed.

Virtually all available funds have been directed toward the District's need to develop as a stand alone operation. Coupled with that objecti~'e, the maintaining of a sufficient reserve has also been given" high priority. Achieving these two goals has left very little discretionary funds available for a "typical budgeting process".

[t is anticipated that, for the following year, the new District would develop a formalized budget process that clearly ties to the educational goals and objectives of the District. The attached draft "Planning/Budget Development Calendar and Attachments" (Ref. 9.2) is currently under con­sideration by DCCD. It is anticipated that this draft document (or a later version thereoO might serve as a starting point for CMCCD.

9A.5 Administrators. faculty. and support staff have appropriate opportunities to participate in the development offinancial plans and budgets.

The draft document referred to in 9A.4 does pro­vide for such participation. It is anticipated that the final process adopted by CMCCD would ad­here to this fundamental requirement.

9B: Financial Management

9B.l The financial management system creates appropriate control mechanisms and provides dependable and timely information for sound fi­nancial deciSion-making. General Description

The financial management system shall include both operational planning and fiscal conduct of

9-2

the new CMCCD, including budgetary prepara­tion and control, purchasing, payments, audits and reports. As required by law, the California Conununity College Budget and Accounting Manual (BAM) ""ill be used as the principal accounting guide (Ref. 9.3--Table of Con­tents of BAtY!). The establishment of a gen­eral ledger for each fund, accounting for reve­nue, classification of expenditures, chart of accounts, and other technical aspects of fund accounting are delineated in the BAM.

CMCCD shall initiate the search for a CBO with extensive accounting experience and thorough knowledge of accounting principles as well as computerized accounting systems (Ref. 9.4). Due to the size of the new Dis­trict, an individual with recent hands-on ex­perience will be necessary in order to main­tain the complex records to meet State report­ing requirements. The District intends to avail themselves of substantial fiscal services offered by the San Bernardino County Super­intendent of Schools (SBCSS). At this time it is anticipated that the staffing plan for the business office would be similar to that drafted in Ref. 9.5.

Further, as is the case ""ith most California Conununity Colleges, the San Bernardino County Superintendent of Schools (SBCSS) will serve as fiscal agent for CMCCD. As part of the fiscal oversight process, the County system provides for numerous internal audit processes, including, but not limited to, random statistical sampling of warrants, re­view of budget transfers and cash balancing. The establishment of a sound system of inter­nal controls will form the foundation for the design of the accounting functions. The CBO will work closely with their outside audit firm and SBCSS in establishing their internal con­trol safeguards.

CMCCD

'\

)

Appendix B

In the area of financial management, CMCCD will contract with SBCSS for Data Processing and Financial Support Services for "level 4" services (Ref. 9.6). The SBCSS support package will provide a complete on-line fi­nancial system for C/>.!CCD. In addition to the basic processing services of payroll, commercial warrants, budget and financial reporting, the system offers a human re­sources package, budget development, salary schedule, fringe benefit projections, stores inventory, fixed assets and work order train­ing.

A dedicated line/communication network has been installed to connect CMCCD to the County financial computer system, a Hewlett Packard 3000/997. Data will be entered on line for basic processing of paYToll, commer­cial warrants, budget and general ledger. Im­mediate update to the payroll, general ledger, budget development, and stores database oc­curs upon entry of the data.

The financial management package, described above, will be in place at CMCCD and ready for testing and staff training on test data by February 15, 1999. On-site training of CMCCD business office personnel will be conducted by the SBCSS County Schools In­formation Services Division starting in Feb­ruary, 1999 and continuing through the month of June, 1999 and, thereafter, on an as­required basis. The initial training will be done by setting up a test site or simulated dis­trict, but by April I, 1999 the process of es­tablishing the data base for payroll, budget, accounts payable/receivable, stores, etc. will begin. The goal is to insure that the system is fully operational on or before June I, 1999. This will allow a month to fix any last minute problems before the new district is operational on July I, 1999. (Desert Community College

CMCCD

FINANCIAL RESOURCES

District will continue to process and maintain all fiscal matters through June 30, 1999.)

Overview of Major Components of the Financial Manage­

ment Svstem

I. Pavroll Svstem Overview.

Currently, CMCCD staff are responsible for and have experience with the collection and review of time sheets and new employee in­formation (W-4s, I-9s, etc.). Staff will now be trained in the entire payroll processing pro­cedures including payroll warrants, warrant registers, payroll registers, remittance advices, earnings ledgers, expense distributions, and voluntary deductions. SBCSS will prepare quarterly and annual payroll reports, including W -2s, unemployment insurance reports, FICA, PERS and STRS reports.

The San Bernardino County Schools payroll production process consists of three activities:

I. The Pre-Warrant Process 2. The Warrant Process 3. The Post-Warrant Process

The details of these processes are provided as an Appendix at the end of this Standard.

II. Accounts Pavable Svstem.

Currently, CMCCD staff are responsible for the preparation of requisitions, the' receiving of certain purchases and the monitoring of budgets. Staff are familiar with the DCCD Purchasing Manual (Ref. 9. 7) and said man­ual will be followed until such time as CMCCD develops a similar manual.

9-3

FrNA:-<CIAL RESOURCES AppendixB

The San Bernardino County Schools Ac­counts Payable Production process consists of three processes:

I. Copper Mountain Process 2. School Claims Audit Process 3. Warrant Production Process

Each of these processes will involve a coordi­nated effort on the part of Copper Mountain personnel, SBCSS School Claims and Infor­mation Systems (County School Claims) in order to be successful.

The details of these processes are provided as an Appendix at the end of this Standard.

III. Cash Receipts/Accounts Receivable

The vast majority of cash receipts will consist of State apportionment payments and property tax collections. As is the case with most all California Community Colleges, those re­ceipts will go directly from the third-party agencies to SBCSS. SBCSS staff will make appropriate accounting entries to "deposit" those funds into CMCCD's financial accounts and fiscal records.

The small amount of other cash receipts will be composed mainly of student fees that are collected directly from the students at the time of registration. CMCCD staff are currently responsible for and have experience in the collection and balancing of such cash receipts. Specifically, the A & R technicians balance their individual computer-generated cash re­ceipts reports to their cash drawers on a daily basis. For internal control purposes, CMCCD business office staff then balance the total cash to their computer-generated cash receipts

9·4

report. CMCCD business office staff then assign appropriate account code classifica­tions to each daily deposit.

---..::-~

As a new District, CMCCD will have the further resporlsibility of balancing, clearing and coding their own cash clearing account. This will be done in concert with procedures established by SBCSS.

Parking permit fees and parking fines are all currently handled by CMCCD staff. How­ever, with the new District, staff will need to establish their own on-line DMV information access. Given the small number of tickets issued, this will be a very low priority item.

9B.2 Financial documents, including the budget and independent audit, reflect appropriate allo­cation and use of flnancial resources to support institutional programs and services. Institutional responses to external audit findings are compre­hensive and limely.

By virtue of being part of DCCD, CMCCD has been audited annually and has responded appro­priately to any and all external audit findings. CMCCD has identified a short list of independent audit firms with expertise in California Commu­nity College audits. Within the next few months, CMCCD shall interview representatives from

. those firms. Discussions will center not only on the annual audit, but also on the up-front design of an appropriate internal control system. It is expected that an independent audit firm would be engaged in the near future. Further, it is antici­pated that the new CBO would be experienced in interfacing with independent audit firms.

CMCCD

»

)

AppendiJ: B

9B.3 The instilUtion practices effective oversight of finances. including management of financial aid. e.tternally-.funded programs. contractual re­lationships. au.tiliary organizations or founda­tions. and institutional investment.

Management of Financial Aid

Currently the Copper Mountain Financial Aid staff provide the financial aid services de­scribed below:

General Description

The' staff provides information to students, faculty and the general public on the avail­ability of financial aid programs and how to access those programs. The staff meets indi­vidually with students, participates in college orientation programs, conducts workshops and visits local secondary schools to accom­plish their mission.

Determining EligibilitvlProcessing

The staff performs the following specific tasks in helping students detennine eligibility and process paperwork for financial aid:

I. Collect, analyze and process all requests for CMC students in accordance with state, federal law and local policies and procedures.

2. Enter data and maintain computer records for PELL, Cal Grants and loans, and review work study packages.

3. Organize and send completed SARs to DCCD.

CMCCD

FINANCIAL RESOURCES

4. Work closely with EOPS and Cal Works to verify eligibility and complete forms.

S. Verify eligibility and input all Board of Governor waivers into DCCD data base.

6. Determine student eligibility and amount of loans based on SAR, GPA and units completed; input and electronically trans­fer data to Student Aid Commission.

7. Research and compile list of work study candidates for campus employment, complete required paperwork and for­ward to DCCD Financial Aid Office and Payroll.

8. Disseminate scholarship information to college community, review applications and forward to appropriate organizations.

9. Conduct and track entrance and exit work shop for loan recipients.

10. Check GPAs and programs on current district SAP and send out denial or pro­bation letters.

11. Complete a variety of financial aid re­ports and forward to appropriate agen­cies.

9-5

FINANCIAL RESOURCES Appendix B

Externally Funded Programs and Contractual Relationships

It is expected that the successful candidate for CBO be experienced in the area of categorically funded programs and contracts. Rules, require­ments and procedures for State categorical funds are prescribed by the California Community Col­lege Chancellor's Office. Audit objectives and procedures are delineated. in the BAM.

Auxiliarv Organizations and Foundations

The Friends of Copper Mountain College (Friends) has been in existence for eighteen years and has operated as an auxiliary organization (Foundation) of DCCD. As such, the Friends have undergone annual independent audits (Ref. 9.8) and have resolved any issues that have arisen in the auditors recommendations. As the refer­enced financial statements will document, the Friends organization is exceedingly fiscally

. sound.

Investments

As is the case with most all California Commu­nity Colleges, the County will manage all District investments.

9B.4 Auxiliary activities andjund-raising efforts support the programs and services oj the institu­tion, are consistent with the mission and goals oj the institution. and are conducted with integrity.

The Friends organization goals and objectives are consistent with the mission and goals of the new District. Since 1981, the Friends have demonstrated their commitment to assisting with the needs of Copper Mountain Campus. Facility needs have been the overriding em­phasis of the Friends mission. So much so, that the Friends organization has informally

9-6

served as the facilities planning committee for that site.

The success stories of the Friends organiza­tion are many and it is clear that vvithout their support Copper Mountain Campus would not be the modem facility it is today. As an ex­ample, the Friends' Board has recently ap­proved helping the college vvith the following specific infrastructure problems:

Water

To support future construction on campus the present water system needs to be upgraded. The Friends have committed $29,000 to pay the engineering fees necessary to develop plans and specifications for this important project.

Lighting

The lighting in some classrooms and offices spaces is inadequate and needs to be modern­ized with a new generation of fluorescent bulbs. State funds are available to pay the majority of the $75,000 needed for this proj­ect but $18,000 in matching funds must be provided at the local level. The Friends have agreed to make that payment.

Storage

As a result of a grov{ing student population, storage had become a serious problem. The Friends provided $80,000 for site improve­ments and construction of an industrial-type warehouse on campus.

Parking

The college was in need of additional parking adjacent to the Greenleaf Library on campus.

CMCCD

)

)

Appendix B

The Friends were successful in obtaining a $40,000 grant from San Bernardino County and $22,000 of their own money to construct a new parking lot with lighting and flood control channeling.

These are a few of the numerous examples of how the Friends' activities and fundraising efforts support the goals and objectives of Copper Mountain Campus.

9C: Financial Stability

9C.l Future obligations are clearly identified ond plans exist/or payment.

The new CMCCD is fortunate in that, as a new district, it has virtually no long-term obligations of a material nature. There are no outstanding long-term COPs or bond indebtedness. The Dis­trict will have the typical accrued vacation pay liability. However, sick leave is not vested. There are a small number of retirees who are be­ing covered under retiree health benefits until the age of65.

9C.2 The institution has policies for appropriate risk management.

Health & Welfare Benefits

Employees of the Desert Community College District currently have an excellent compre­hensive benefit plan that includes a choice of two Medical plans, two Dental plans, Vision, Life/AD&D, Long Term Care, Mental Health and a Section 125 plan. The Copper Mountain Transition Team recognizes that benefits are an important part of the total compensation package and has, therefore, set a goal of du­plicatingthe current package, as close as pos­sible. for,;eligible employees of the new Dis­trict. There will be approximately 50 to 55 employees eligible for benefits in the new

CMCCD

FINANCIAL RESOURCES

District and because of the small number of insured lives it may be difficult to duplicate the current package without becoming part of a larger group.

After investigating numerous providers, quo­tations for Health & Welfare Benefits will be requested from Robert F. Driver Co., Inc., the current provider, and the Southern California Schools Employee Benefits Association, a large JP A providing Health & Welfare Benefits to school employees in Southern California. A decision will be made in late March or early April with open enrollment for all employees during ApriInvIay 1999.

Liability and Workers' Compensation

The same two organizations providing quota­tions for Health & Welfare Benefits will pro­vide quotations for Liability and Workers' Compensation Insurance. An appraisal of District property was completed in September of 1994 and updated in March of 1995. This information will be used as the basis for ob­taining quotations for propertylliability insur­ance.

The goal is to have this process completed by June 1, 1999, with the understanding that a more current appraisal will be completed as part of a normal appraisal update schedule required by each company.

(DCCD v.ill continue to maintain these types of coverages through June 30,1999.)

9C.3 Cash flow arrangements or reserves are sufficient to maintain stability.

As is the case with manv California Community Colleges. the new Di~trict would anticipate eventually participating in TRANS borrowings to

9-7

FINANCIAL RESOURCES AppendixB

allow for annual cash flow needs. HoweYC1". until such time as the District has refined its c:asb flow needs and has a financial history to present to a credit rating agency, the District will rely 00 cash flow loans being provided by the SBCSS. Such back-up plans are common in alJowing for both projected and unforeseen temporary bolTOwing that can occasionally be required for cash flow purposes. While the specific details of such loan will vary from situation to situation, Ref. 9.9 is being provided as an infonnational item.

9C. 4 The institution has a plan for responding to financial emergencies or unforeseen occurrences.

CMCCD expects to maintain adequate reserves in its general fund to accommodate most unforeseen situations. Refer to 9C.3 above for additional back up plans.

9-8

_.i J' ):

- "

c·

I'_J .i'

,I,' .;,

;1_­

;,'

,.iC

i(;'~

?'.I.I

:;-1

-.'\

I

.' ,.

"

I

CMCCD

1999-2000 .,,', '" DISTRIBUTIONIMEMBERSHIP LIST FOR PRESIDENT'S COUNCIL:

W. Kroonen - Supt./Pres. R. O'DOlmell- CTA R. Silva - ASCOD B. Crites - Senate J. Moore - CSEA E. Snyder - Cl. Supv. J. Mandel- CODAA A. Walker/L. Copeland - Adj.lSenate D. Ramirez - Member-at-large M. O'Neill - Member-at-large J. Green - Member-at-large G. House - Foundation BJ. Mendoza - Conf. Emp.

':.1

/1 ~ '~_

,.1:-,· .'

.;'.'\~

, " ': f,- ~.'

. , , . ;.. ~ , ."

i., /'

:.:' .~:f' ~ 1,. -,"

Meet on 1st and 3rd Mondays from 3:30 to 5:00 p.m. ???? Or meet only on 1st Monday (or 3rd Monday) of each month from 3:00 to 5:00 p.m. and try to make it stick and have a really informative meeting???