grow
not just
classes…
learn
dreams
start here…
…all things
are possible
expand
the way forward…
Review Calendar The Way Forward
x
x
2
Date
Group
1/10/2013
1/25/2013
BOT
Planning Committee
Agenda
Preview of some elements
Preview of some elements
PRELIMINARY DRAFTS OF TWF
x
3
1/29/2013
Academic Senate
x
4
1/30/2013
Council of Presidents
x
5
1/30/2013
President’s Staff
x
x
6
7
1/31/2013
2/1/2013
BOT
Planning Committee
x
8
2/5/2013
Foundation Executive Committee
x
x
x
x
x
9
10
11
12
13
2/12/2013
2/14/2013
2/19/2013
2/20/2013
2/25/2013
Academic Senate
BOT
ASNVC/Student Body
Classified Senate
Council of Presidents
x
14
2/28/2013
BOT
x
15
16
17
3/1/2013
3/7/2013
3/14/2013
Planning Committee
Information Session
BOT
Feedback on Instructional reorganization. May also be an
opportunity for reviewing other elements.
Review of preliminary document
Feedback on working draft. To include discussion of budget process
Work session – working document
Present preliminary doc/info
Present Draft (PPT and/or Doc)
Present Draft (PPT and/or Doc)
Update on comments rec’d, progress, other
Open forum for students
Review Final Draft (PPT and/or Doc)
Review Final Draft (PPT and/or Doc)
Work session - financial context & projections, YTD budget review,
Review highlights - financials, YTD budget, etc
Review highlights - gather feedback
Review highlights - gather feedback
FINAL TWF
18
19
20
4/11/2013
4/12/2013
4/25/2013
BOT
Campus community
BOT
Present Final Draft document
Finalize & Circulate Final draft document
Endorse & Support The Way Forward
Objectives of The Way Forward
Presentations
Provide an Overview of The Way Forward
• Relationship of TWF to Planning & Budgeting Process
• Goals & Objectives of the Financial Plan
Present Highlights and/or Topics that have been
reviewed by constituent groups
• Historical Context
• Financial Indicators
• Reorganizations in Instructional Area, Business & Finance, President’s Area
Review Future Items for Board of Trustees
• Endorsement of The Way Forward
• Approval of Reorganizations
• Approval of Reclassifications and/or Assignments
Planning Priorities The Way Forward
In December of 2012, the Planning Committee approved the
2013/2014 Planning Priorities for recommendation to the Board of
Trustees & the Board adopted them as presented.
The Planning Priorities list included Goals 2.4, 6.1, and 7.1 under the
heading “Fiscal Planning: Develop a long-term, comprehensive fiscal
plan”
Viability, Stability, Vitality
The Way Forward
Strategic Planning
PEP (Program
Review)/Accreditation
Resource Allocation &
Budgeting
Research, Planning &
Institutional
Effectiveness
Background of The Way Forward
Developed by
the Planning
Committee &
Board Approved
2011-2014
Strategic Plan
Goal 7 – Fiscal
Stability
Added to the SP
by the Planning
Committee and
Board Approved
Proposed
strategic
initiatives per
Goal 7
The Way
Forward
Budget & Unit
Plans
2013/2014 and
beyond
Planning Priorities The Way Forward
Goal 7. Fiscal Stability
Napa Valley College will maintain fiscal stability and maintain a 5% reserve.
In order to achieve this goal the college will assess and evaluate programs, courses, services using staffing
matrices, policies, procedures, best practices, legal and contractual guidelines to maintain expenditures within
the approved budget and maintain a minimum of a 5% reserve.
Number
7.1
Strategy
Develop a comprehensive plan to
create long-term fiscal viability,
stability and vitality.
Activities/Measures
(To Report Progress)
7.1.1 Reorganize and realign the institutional structure to
increase efficiency and reduce costs.
7.1.2 Identify programs and services for discontinuance,
suspension, or reduction to reduce costs.
7.1.3 Pursue enhanced (“braided”) revenue opportunities.
(see also: Strategies 2.1, 2.3, 6.1, 6.2, 6.3.
7.1.4 Consider personnel related budget reduction actions.
Planning Priorities The Way Forward
Goal 2. Partnerships for Economic and Workforce Development
Napa Valley College will collaborate with community partners to identify current and emerging labor
market needs.
In order to achieve this goal, the college will create innovative practices for workforce education,
respond to local needs for economic development and workforce preparation, develop targeted
workforce skills training; and, encourage industry specific professional development opportunities for
workers.
Goal 6. Resource Development
Napa Valley College will augment financial resources.
In order to achieve this goal the college will increase philanthropy from the community, develop contract
education, expand fee-based education, and seek financial assistance from diverse sources.
Number
Strategy
Activities/Measures
(To Report Progress)
2.4
Prepare students for licensure,
certification, continuing education,
and advanced education
2.4.1 Develop fee-based classes and workshops as needed for
training, community education, and to improve success on
licensure exams.
6.1
Secure additional funding from
private sources through the Napa
Valley College Foundation
6.1.1 Implement the Napa Valley College Foundation Strategic
Plan
6.1.2 Annual reports by the Foundation will measure success to
goal completion including funding sources, funds raised, and
projects funded.
Document Overview
Section I – Introduction & Purpose
Section I—Overview
Introduction
Purpose & Premise of the TWF
Multi-Year Plan
Guiding Principles (Includes
overview of reorg/realign)
Process & College Governance
Viability Phase
Stability Phase
Vitality Phase
The Way Forward is a multi-year comprehensive financial plan
that will provide a roadmap for NVC to establish & maintain a
balanced budget through increased efficiencies and braided
funding sources.
Section I of The Way Forward document will present an
introduction, overview, processes and definitions.
Viability, Stability, Vitality
The Way Forward
The ultimate goal
of Viability is to
achieve financial
equilibrium
through a
balanced budget.
The ultimate goal
of Stability is to
maintain financial
equilibrium with a
balanced budget.
Viability
(2012-2014)
Stability
(2014-2016)
Vitality
(2016-2018)
The ultimate goal
of Vitality is to
fund growth with
a balanced
budget.
Document Overview
Section II – Historical Context
Section II—Historical Context of College
Five Year History of College Finances
FON/50% Law
General Fund Reserves & Uses (Offset Budget Deficits)
Other Post-Employment Benefits and Actuarial Studies
Retiree Liability Funding Plan
MEASURE N – Facilities Bond (Series A, B, & C)
Capital Outlay and Unfunded Scheduled Maintenance
FTES and Current Funding Mechanisms –
Apportionment, Grants, etc.
Section II of The Way Forward will describe NVC’s current
financial realities and begin to identify challenges and
opportunities.
Revenue
Section II – Historical Context & Projection for 12/13
REVENUE
50,000,000
45,000,000
OTHER INCOME
40,000,000
CATEGORICAL FUNDS
35,000,000
STUDENT FEES
30,000,000
25,000,000
INTEREST INCOME
20,000,000
PROPERTY TAXES
15,000,000
GEN FUND APPORTIONMENT
10,000,000
5,000,000
0
FY
2007/08
FY
2008/09
FY
2009/10
FY
2010/11
FY
2011/12
Projected
12/13
Between fiscal year 2007/2008 and 2011/2012, total college
revenue fell from $43.3 million to $38.8 million, a reduction of
$4.5 million or 10%.
Revenue 2012/2013 (projected)
Section II – Historical Context
INTEREST INCOME,
$164,787 , 0%
PROPERTY TAXES,
$18,511,512 , 47%
STUDENT FEES,
$2,284,956 , 6%
CATEGORICAL FUNDS,
$7,555,439 , 19%
OTHER INCOME,
$4,052,684 , 10%
GEN FUND
APPORTIONMENT,
$6,986,639 , 18%
Total Projected
Revenue:
$39,556,018
Grant & Categorical Funding
Section II – Historical Context
Fiscal Year
FY 07-08
FY 08-09
FY 09-10
FY 10-11
FY 11-12
Revenue
$8,927,804
$8,936,122
$7,812,753
$7,448,956
$7,441,088
Expenditures
$7,927,804
$7,936,122
$6,812,753
$6,448,956
$6,441,088
Inc./Dec.
<na>
$8,318
($1,123,369)
($363,797)
($7,868)
Grant & Categorical Funds - Revenues
$10,000,000
$9,000,000
$8,000,000
$7,000,000
$6,000,000
$5,000,000
Revenue
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$0
FY 07-08
FY 08-09
FY 09-10
FY 10-11
FY 11-12
Expenditures
Section II – Historical Context & Projection for 12/13
EXPENDITURES
50,000,000
45,000,000
OPERATING EXPENSES
40,000,000
35,000,000
CATEGORICAL FUNDS
30,000,000
25,000,000
BENEFITS
20,000,000
15,000,000
SALARIES
10,000,000
5,000,000
0
FY 2007/08 FY 2008/09 FY 2009/10 FY 2010/11 FY 2011/12
Projected
12/13
Between fiscal year 2007/2008 and 2011/2012, total college
expenditures fell from $45.1 million to $40 million, a reduction
of $4.4 million or 11%.
All Funds – Total College Budget
Section II – Historical Context
Historical Revenue/Expenditure
$48,000,000
$46,000,000
$44,000,000
$42,000,000
TOTAL REVENUE
$40,000,000
TOTAL EXPENDITURES
$38,000,000
$36,000,000
$34,000,000
FY 2007/08
Surplus or
($1,908,174)
(Deficit)
FY 2008/09
FY 2009/10
$1,094,100
$127,567
FY 2010/11
$ 1,576,483
FY 2011/12
Projected
12/13
($1,539,510)
($490,300)
Reserve Balance
Section II – Historical Context
Reserve Balance
$6,000,000
$4,999,954 (15.75%)
$5,000,000
$3,541,264 (10.76%)
$4,000,000
$3,340,127 (9.96%)
$2,970,145 (8.99%)
$3,000,000
$2,684,307 (7.55%)
Reserve Balance
$2,000,000
$2,244,467 (6.37%)
$1,000,000
$0
FY 2007/08 FY 2008/09 FY 2009/10 FY 2010/11 FY 2011/12 Projected
12/13
Other Post Employment Benefits
(OPEB) Funding Plan
Section II – Historical Context
Fund allocations for 2011-12 & 2012-13 are complete.
The 2013-14 Budget is in development & a recommendation on
OPEB funding is pending.
BOARD
APPROVED
Sample ten-year funding plan of ARC shortfall based on March 2011 Actuarial Valuation ($1,808,294):
DEC 2011
(Please note, the amount of ARC liability will vary based on future actuarial studies.)
Year
2011-12
2012-13
2013-14
2014-15
2015-16
2016-17
2017-18
2018-19
2019-20
2020-21
Projected
Shortfall
$1,808,294
$1,808,294
$1,808,294
$1,808,294
$1,808,294
$1,808,294
$1,808,294
$1,808,294
$1,808,294
$1,808,294
% to be
funded
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Total per
Year
$180,829
$361,659
$542,488
$723,318
$904,147
$1,084,976
$1,265,806
$1,446,635
$1,627,465
$1,808,294
Headcount Section II – Historical Context
Faculty Obligation Number (FON)
Section II – Historical Context
In 2010, 2011, & 2012,
NVC met the obligation
through an alternate
method of compliance
(based on full-time
faculty ratios).
Faculty Obligation Compliance History
120
Full time Equivalent Faculty
115
110
105
100
95
90
85
80
FALL 2007
FALL 2008
FALL 2009
FALL 2010
FALL 2011
FALL 2012
Obligation
97.7
98.7
98.7
95.7
95.7
92.7
NVC Actuals
111
114
112
94
91
90.49
Document Overview
Section III – Financial & Non-Financial Indicators
Section III—Financial & Non-Financial Indicators
•Financial Ratios
oPrimary Reserve Ratio
oNet Income Operations Ratio
oViability Ratio
•Implications of the Financial Ratios for NVC
•Chancellor’s Office Fiscal Health Checklist
•Non-Financial Indicators
oAudit Opinions
oCommunity College Leadership
•Implications of Non-Financial Ratios for NVC
Using financial ratios and other metrics, The Way
Forward will identify areas of risk related to operating
procedures, particularly those related to finance.
Financial Ratios
Section III – Financial & Non-Financial Indicators
Financial Ratios
2007-08
2008-09
2009-10
Primary Reserve:
This ratio focuses on the ability to cover one year’s
expenses with unrestricted net assets (those assets quickly
available to the college). Is the institution operating within
available resources? The Chancellor’s Office minimum is 5%
reserve. A prudent threshold, based on historical data is
closer to 10%.
6.37%
7.55%
9.96%
15.75% 10.76%
Net Operating Revenues:
This ratio focuses on the surplus (or deficit) revenues the
college generates. A deficit in a single year does not
necessarily indicate a problem, but deficits over several
years are a cause for concern and suggest the need for
restructuring institutional finances.
-5.56%
3.04%
0.38%
4.73%
-4.89%
1.56
1.86
2.31
3.45
2.22
Viability:
This ratio represents the college’s capacity to support longterm debt if operational income changes. Is the institution
able to meet its entire debt obligation with expendable
assets? The acceptable minimum is 1.0. Dropping below 1.0
may identify the college as a potential credit risk.
2010-11
2011-12
Fiscal Health Checklist
Section III – Financial & Non-Financial Indicators
Pursuant to Education Code Section 84040, the Board of governors is required to
adopt criteria and standards for the periodic assessment of the fiscal condition
of California community college districts. In October 2005, the State Chancellor’s
office, in accordance with this requirement, issued standards for the sound fiscal
management and a process to monitor and evaluate the financial health of
California’s community college districts.
The purpose of these standards and the self-assessment results are multifaceted:
• Early warning indicator for the Chancellor’s office -- to identify those districts
that may benefit from preventative management assistance or that require
fiscal crisis intervention
• A tool for local districts to prompt institutional dialogue and discussion about
meaningful fiscal and management issues.
Fiscal Health Checklist
Section III – Financial & Non-Financial Indicators
Primary Criteria: General Fund Analysis that will include a review of the current,
historical and projected fund balance.
The main criteria for assessment will be the percentage of unrestricted general
fund balance to all expenditures and other outgo of unrestricted general fund.
The minimum prudent unrestricted general fund balance is 5 percent.
This minimum prudent level is considered necessary to ease cash flow problems,
to deal with unexpected cost increases, and other fiscal uncertainties.
Fiscal Health Checklist
Section III – Financial & Non-Financial Indicators
Secondary Criteria. Other factors that have an impact upon a district’s overall
financial stability must be considered in evaluating whether or not a district has
an adequate unrestricted general fund balance, including:
1. Analysis of spending patterns will include a review of the current, historical
and projected revenues and expenditures. Attention will be given to districts that
have a pattern of deficit spending in the current year, and greater scrutiny will be
made if there is a history of deficit spending.
2. Full-Time Equivalent Students (FTES) review to include looking patterns in
relation to statewide patterns and the potential impact upon revenue.
3. Staffing expenditures (salaries and benefits) increases that are expected to
exceed projected revenue increases.
4. Other factors such as: a “going concern” audit finding, material internal
control audit findings, pending legal actions, late filing of annual audit or
financial & enrollment reports and other fiscal or administrative problems that
are identified.
Fiscal Health Checklist
Section III – Financial & Non-Financial Indicators
1. Deficit Spending - Is this area acceptable? Yes / No
Is the district spending within their revenue budget in the current year?
Has the district controlled deficit spending over multiple years?
Is deficit spending addressed by fund balance, ongoing revenue increases, or expenditure reductions?
Are district revenue estimates based upon past history?
Does the district automatically build in growth revenue estimates?
No
No
No
Yes
Yes
No
2. Fund Balance – Is this area acceptable? Yes / No
Is the district’s fund balance stable or consistently increasing?
Is the fund balance increasing due to on-going revenue increases and/or expenditure reductions?
No
3. Enrollment - Is this area acceptable? Yes / No
Has the district’s enrollment been increasing or stable for multiple years?
Are the district’s enrollment projections updated at least semiannually?
Are staffing adjustments consistent with the enrollment trends?
Does the district analyze enrollment and full time equivalent students (FTES) data?
Does the district track historical data to establish future trends between P-1 and annual for projection purposes?
Has the district avoided stabilization funding?
No
No
No
No
No
Yes
No
No
Yes
4. Unrestricted General Fund Balance – Is this area acceptable? Yes / No
Is the district’s unrestricted general fund balance consistently maintained at or above the recommended minimum
prudent level (5% of the total unrestricted general fund expenditures)?
Is the district’s unrestricted fund balance maintained throughout the year?
Yes
5. Cash Flow Borrowing - Is this area acceptable? Yes / No
Can the district manage its cash flow without interfund borrowing?
Is the district repaying TRANS and/or borrowed funds within the required statutory period?
Yes
Yes
No
Yes
Yes
Fiscal Health Checklist
Section III – Financial & Non-Financial Indicators
6. Bargaining Agreements - Is this area acceptable? Yes / No
Has the district settled bargaining agreements within new revenue sources during the past three years?
Did the district conduct a pre-settlement analysis identifying an ongoing revenue source to support the agreement?
Did the district correctly identify the related costs?
Did the district address budget reductions necessary to sustain the total compensation increase?
Yes
N/A
7. Unrestricted General Fund Staffing - Is this area acceptable? Yes / No
Is the district ensuring it is not using one-time funds to pay for permanent staff or other ongoing expenses?
Is the percentage of district general fund budget allocated to salaries and benefits at or less than the statewide
average (i.e. the statewide average for 2003-04 is 85%)?
Yes
Yes
8. Internal Controls - Is this area acceptable? Yes / No
Does the district have adequate internal controls to insure the integrity of the general ledger?
Does the district have adequate internal controls to safeguard the district’s assets?
Yes
Yes
9. Management Information Systems - Is this area acceptable? Yes / No
Is the district data accurate and timely?
Are the county and state reports filed in a timely manner?
Are key fiscal reports readily available and understandable?
Yes
Yes
Yes
10. Position Control – Is this area acceptable? Yes / No
Is position control integrated with payroll?
Does the district control unauthorized hiring?
Does the district have controls over part-time academic staff hiring?
Yes
Yes
Yes
N/A
Yes
Yes
Yes
No
Yes
Fiscal Health Checklist
Section III – Financial & Non-Financial Indicators
11. Budget Monitoring - Is this area acceptable? Yes / No
Is there sufficient consideration to the budget, related to long-term bargaining agreements?
Are budget revisions completed in a timely manner?
Does the district openly discuss the impact of budget revisions at the board level?
Are budget revisions made or confirmed by the board in a timely manner after the collective bargaining agreements
are ratified?
Has the district’s long-term debt decreased from the prior fiscal year?
Has the district identified the repayment sources for the long-term debt?
Does the district compile annualized revenue and expenditure projections throughout the year?
Yes
12. Retiree Health Benefits - Is this area acceptable? Yes / No
Has the district completed an actuarial calculation to determine the unfunded liability?
Does the district have a plan for addressing the retiree benefits liabilities?
Yes
13. Leadership/Stability - Is this area acceptable? Yes / No
Has the district experienced recent turnover in its management team (including the Chief Executive Officer, Chief
Business Officer, and Board of Trustees)?
No
14. District Liability – Is this area acceptable? Yes / No
Has the district performed the proper legal analysis regarding potential lawsuits that may require the district to
maintain increased reserve levels?
Has the district set up contingent liabilities for anticipated settlements, legal fees, etc?
15. Reporting – Is this area acceptable? Yes / No
Has the district filed the annual audit report with the System Office on a timely basis?
Has the district taken appropriate actions to address material findings cited in their annual audit report?
Has the district met the requirements of the 50 percent law?
Yes
Yes
Yes
Yes
Yes
Yes
No
Yes
Yes
Yes
No
No
No
Yes
Yes
Yes
Yes
Non-Financial Indicators
Section III –Financial & Non-Financial Indicators
Non-Financial Indicators
Audit opinions:
Is there a qualified or adverse opinion in either a recent financial statement or single audit?
This indicator addresses issues like: Poor internal controls, financial controls, and leadership can quickly lead to
the mismanagement and breakdown of a community college’s financial strength
College leadership:
Leadership is a critical factor for any institution.
Have the CEO or CFO positions been stable and held by only one or two people over the prior 5 years?
Limited turnover in key positions is critical to providing a consistent direction for the institution.
Planning:
Having current, documented, available, and results oriented planning materials provides a clear, consistent
direction for the institution.
Does the college have a deferred maintenance schedule updated within the last 3 years?
Does the Board approve the strategic plan and deferred maintenance schedule?
Does it use a quantitative method to assess the college’s progress toward those plans at least annually?
Financial Indicators – Deferred Maintenance
Section III –Non-Financial Indicator - Planning
NVC annually updates the Deferred
Maintenance list for submission to the
Chancellor’s Office.
Deferred Maintenance has not been
funded by the state since 2009/2010.
Fiscal Year
Building/Area
Project Type
Cost
2014
Pool
Filters
$100,000
2014
600
Roof
$230,000
2014
3100
Roof
$110,000
2014
800/1000
Roof
$209,000
2014
600
HVAC
$687,000
2014
600
Controls
$130,000
2014
Bus Stop
South Approach
$100,000
2014
600
Carpet
$33,000
2014
600
Lower floor plumbing
$450,000
2014
1500
ADA elevator replace
$486,000
2014
Pool
Expansion joints/deck
$120,000
2014
UVC
A Boiler
$50,000
2014
UVC
B Boiler
$40,000
2014
Parking Lights
South & East
$450,000
2014
Parking Lots
Resurface
$80,000
2014
Tennis Court
Resurface
$40,000
2014 Total $3,315,000
Overview
Section IV – Ensuring Viability
Section IV— ‘Ensuring Viability’
2012/13-2013/14
Objectives & Timelines
Cost Reduction Strategies
Personnel Reductions – deferred replacements,
elimination of part-time hourly employees
Reorganizations/realignments
In-house Educational Master Plan;
Funding Strategies
Development of Braided Funding: Consolidated Fee-Based
Services, Programs & Grants, Related Revenues
The ultimate goal of Viability is to establish and
maintain financial equilibrium through a balanced
budget.
President’s Area Reorganization
Current President’s Area
President/Superintendent
Human Resources
Benefits & Leave
Administration
Research, Planning &
Institutional Effectiveness
(RPIE)
Research
Office of Institutional
Advancement
Strategic
Communications
Planning
Recruit/Hire/Train
Employee
Transactions
Grants
Institutional
Effectiveness
ALO
Employee/Employer
Relations
NVC Foundation
President’s Office
EMP Project
Management
Projects, RFP’s &
Bidding
SEM Planning
Coordination
Development
Bond &
Construction
OIA Area—Communications
• The strategic communications office serves to
inform students about programs, services and
events that are resources to achieving their
educational goals and thus contributing to their
learning and success; inform employees about
issues and events that help them be effective in
their roles to support student learning; and keep
the community aware of Napa Valley College so
that it will support the college and participate in
partnership opportunities
OIA Area—Grants
• The grants department supports grant-project
development and implementation at the
college. The office assists faculty and staff in
identifying and pursuing (seeking) grant
funding for programs that further
institutional, divisional, departmental and
programmatic goals.
OIA Area—Development
• The development department supports the
cultivation of institutional resources for the
college. The office works with the Napa Valley
College Foundation and through the college
auxiliary services foundation, external
partnerships, private foundations, the college
alumni association and other sources to
identify and secure resources in support of the
institution’s mission.
Modifications to President’s Area
Functions
Board of Trustees
Function ending as
bond projects wind
down
President/Superintendent
Human Resources
Research Planning &
Development
Function modified and
name changed to
Research, Planning &
Institutional
Effectiveness
NVC Foundation & Grants
Function expanded
and name changed to
Office of Institutional
Advancement
Community Relations
Campus Planning &
Construction
Functions moved to
Office of Institutional
Advancement &
Facilities Services
Modifications to President’s Area
Personnel
Administrative
support shared
across units
Board of Trustees
Director, Assistant Planner &
Secretary positions eliminated
Project Manager to be moved
to Facilities Services
President/Superintendent
Human Resources
Research Planning &
Development
Dean not replaced
NVC Foundation & Grants
Exec. Director
reclassified
Secretary IV
temporarily
reassigned to interim
Assoc. Director
Community Relations
Campus Planning &
Construction
Director not replaced
Document Overview
Section V – Stability
Section V – Stability
2014/15-2015/16
Introduction
Stability restoration building blocks (To include: GO
bond/Meas L)
Strategic Initiative 1: Maximize and stabilize
FTE/Cap/Growth…
Strategic Initiative 2: Secure Financial Strength
Strategic Initiative 3: Leverage NVC’s Resources through
Partnerships & Collaboration—NVC will adopt a
structure to attract partnerships
The ultimate goal of Stability is to maintain financial
equilibrium with a balanced budget
Student Services Area
Reorganization
Current Student Services Area
Student Services
Oscar De Haro
Vice President
Administrative Assistant
Outreach Services w/A&R (UVC & American Canyon)
Matriculation Program
Hispanic-Serving Institution/STEM (HSI functions;
Assistant Dean)
Admissions
and Records
College
Police
Associate Dean
Chief
Counseling
Financial
Aid/EOPS/
Division Chair
CAlWORKS/
Student
Support
Services
Veterans
Director
Student
Life/ASNVC
Interim
Coordinator
Student
Health
Services
Director
Dean
Welcome Center
Specialist & Student
Ambassadors
Career Center
Coordinator/Counselor
Talent Search
Director
Transfer Center
Coordinator/Counselor
Human Services
Coordinator
58
Proposed (Stability &Vitality)
Student Services Area
Program in
development
for Stability
or Vitality.
Student Services
Oscar De Haro
Vice President
Administrative Assistant
Outreach Services w/A&R (UVC & American Canyon)
International
Student Program
Admissions
and Records
College
Police
Associate Dean
Chief
Counseling
Division Chair
Matriculation Program
Hispanic-Serving Institution/STEM (HSI functions;
Assistant Dean)
Financial
Aid/EOPS/
CAlWORKS
Dean
Welcome Center
Specialist & Student
Ambassadors
Student
Support
Services
Director
Student
Life/ASNVC
Interim
Coordinator
Career Center
Coordinator/Counselor
Talent Search
Student
Health
Services
Director
Veterans
Services
TBD
Intramural
Sports
Director
Transfer Center
Coordinator/Counselor
Human Services
Coordinator
Program/Activities
in development.
Position added in
Stability or Vitality.
Possible grants and
matching funds
59
Other Future Plans Under
Consideration (Stability &Vitality)
Student Services Area
• Rename area to Student Affairs
• Reorganize area into 2-3 tiers for better efficiency on
direct reporting to VPSS (i.e., enrollment services,
student support programs, retention services)
• Infuse restored (categorical) and new funds to
enhance services and encourage innovation.
60
Document Overview
Section VI – Vitality
Section VI – Vitality
2016/17-2017/18
Introduction
Strategic Initiative 1: Diversify, Restructure, and
Strengthen Academic Programs based on the
Educational Master Plan
Strategic Initiative 2: Build Institutional Advancement
Capacity
Strategic Initiative 3:
The ultimate goal of Vitality is to fund growth with a
balanced budget.
Thank You