Accreditation Show Cause Report TEMPLATE
Work Group Leaders: Please complete and submit this template to Gohar Momjian
(gmomjian@ccsf.edu) and Grace Esteban (mesteban@ccsf.edu) via email by Friday, December 7.
Complete a separate template for each Standard/subsection for which you are responsible (see
attached “Assignment Chart of Responsibility”).
1. Full Standard Number (e.g., II.B.3):
III.C.1.c
2. Full Standard Text:
Please copy and paste the full text of the Standard from the September 2012 ACCJC Manual for Self Evaluation
beginning on page 11, found at:
http://www.accjc.org/wp-content/uploads/2012/09/Manual-for-Institutional-Self-Evaluation_2012.pdf
The institution systematically plans, acquires, maintains, and upgrades or replaces technology
infrastructure and equipment to meet institutional needs.
3. Descriptive Summary: A primarily descriptive overview of what the institution does in relation to each of
the Standards.
The CCSF technology infrastructure and associated equipment has evolved as new technologies are
manufactured and become available for business and educational purposes. The quantity and type
of equipment in use at CCSF has been determined by internal requirements and currently consists of
the approximate quantities summarized below:
3,500 Academic Lab and Center PCs
2,000 Employee PCs
2,100 Telephones and 10 telephone systems
400 Printers and Scanners
250 FAX machines
180 Ethernet Switches
100 Servers
98 WiFi Access Points
In addition to this, an extensive copper and fiber-optic cabling infrastructure has been installed
which enables communications services and Internet access in all classrooms and employee
workspaces. The most significant component of this infrastructure is a 35-mile diameter fiber-optic
network which provides connectivity for seven Academic Centers within San Francisco as well as the
Gough Administrative Office and the Ocean Campus. There are no ongoing monthly expenses
associated with the fiber network and it incorporates a ring architecture to provide a redundant
communications path in the event of a fiber cut.
In order to improve the reliability of critical systems and reduce the number of service-impacting
outages, additional power equipment has been installed for the most important servers and
Ethernet switches. This equipment includes dual power supplies, Uninterruptible Power Supplies
(UPS) and backup generators. Maintenance agreements are in place with major technology vendors
for critical systems in order to ensure software upgrades and technical assistance is available as
needed. Vendors which are contracted by CCSF for ongoing maintenance include Oracle, Elluician
(formerly Sungard), Llilien LLC and Alcatel-Lucent. In addition to this, PCs purchased through the
primary PC supplier, OmniPro, are covered by a 3-year warranty and Ethernet switches purchased
through the primary supplier, HP Networks, are covered by a Lifetime Warranty.
In past years the planning and acquisition of new and replacement equipment has not been entirely
done on an Institutional basis. The ITS Department has provided centralized planning and
implementation services to meet the equipment needs of Administrative Departments and
employees (Faculty and Staff) using a combination of General Funds and Bond Funds from the 2001
and 2005 Bond measures. Academic Departments have used a combination of grant programs and
other funding sources in order to meet the specific equipment needs of the academic programs.
Academic departments that are part of the Career and Technical Education (CTE) program have
been able to apply for Perkins funding in order to purchase new equipment for their specific needs.
This process has met the needs of some departments but not others and has resulted in a nonuniform implementation and replacement method that lacks an Institutional-level funding process.
It has also resulted in a situation where the Academic Lab PCs are in many instances much newer
and faster than the Faculty and Staff PCs.
In the future, to ensure a cohesive Institutional process, a centralized funding source will be
allocated for all technology needs. ITS will continue to provide universally common technology
services for Faculty, Staff, including a regular five-year replacement cycle for desktop PCs. The
Program Review process will be utilized in order to perform an Institutional –level evaluation and
prioritization of all other Administrative and Academic needs. The cost of implementing this process
is estimated to be $1,130,000 annually and has been included in the CCSF Financial Plan beginning
with FY2013-2014. This amount is in addition to the current ongoing ITS operations expenses which
are approximately $1,135,000 annually and include only a small amount of funding for equipment
replacement. The Perkins grant program for CTE programs is expected to continue in the future at
some level, but a sufficient level of funding is being allocated in the Financial Plan independently of
this program. Utilization of Academic Lab and Academic Center PCs will be measured in order to
evaluate consolidation and sharing of resources across multiple departments and programs.
Reliability of CCSF technology systems is provided by two primary methods. First, high quality
products are selected to the greatest extent possible during the Request for Proposal (RFP) and
subsequent acquisition process. Secondly, system redundancy and high-availability are included in
the overall design strategy when feasible to include spare components and a mechanism for easy
system replacement.
Provisions are made for Disaster Recovery of critical systems by the CCSF ITS Department. This
includes storing backup copies of key data offsite by utilizing the services of Iron Mountain, a
leading company in the field of information management services.
4. Self Evaluation: Based on the descriptive summary, the institution should analyze and systematically
evaluate its performance against the Eligibility Requirements, Accreditation Standards, Commission policies
and its institutional mission. This analysis should result in actionable conclusions about institutional
effectiveness and educational quality and decisions for improvement. The basic questions to explore are
whether or not, and to what degree, institutional evidence demonstrates that the institution meets the
Standards and how the institution has reached this conclusion. The Commission expects current and
sustained compliance with the Standards, focusing on accomplishments and outcomes that have been
achieved and not just structures or processes used.
CCSF partially meets this Standard
Evidence: System Maintenance Documents
Evidence: Future Fiscal Year Technology Costs
Evidence: Career and Technical Education (CTE) information:
http://www.ccsf.edu/NEW/en/educational-programs/career-and-technical-education/facultyresources/perkins-funding-news.html
Evidence: Perkins CTE Allocations FY2007-2012
Evidence: Program Review information:
http://www.ccsf.edu/NEW/en/employee-services/research-planning-andgrants/planning/program_review.html
Evidence: Annual Assessment, Planning and Budgeting Timeline
Evidence: CCSF 2013-2015 Technology Plan
Future Requirement: A complete Disaster Recovery strategy requires a thorough definition and
allocation of appropriate resources.
Future requirement: Ensure Program Review completed as designed
Future requirement: Ensure funding allocated as budgeted
Future Requirement: Align dates of Perkins funding process with Program Review
5. Actionable Improvement Plans: Continuous quality improvement is a hallmark of institutional
effectiveness. As an institution evaluates its programs and services with reference to each Standard, it
identifies areas in need of change. The Commission expects the institution to identify goals related to the
areas that require change and decide on the action required to meet these goals. The institution should
include the required actions in improvement plans. It may not be possible for the institution to have
improvement plans fully developed at the time of submission of the Institutional Self Evaluation Report. The
Commission expects these actionable improvement plans to be integrated into the institution’s continuous
evaluation and planning processes.
Please provide a narrative summary of the goals and associated actions in the text box below:
Disaster Recovery Strategy and Process
Ensure Program Review completed as designed
Ensure funding allocated as budgeted
Align dates of Perkins funding process with Program Review
Please complete the table below to summarize the goals and actions described above as concisely as possible
(add rows as needed):
Goal
Disaster Recovery Strategy and
Process
Ensure Program Review
completed as designed
Ensure funding allocated
as budgeted
Align dates of Perkins funding
process with Program Review
Associated Action(s)
Expected Completion
Date
Disaster Recovery Plan
December 31, 2013
Program Review (annually)
May 1, 2013
CCSF Financial Plan (annually)
July 1, 2013
Align Perkins Funding Process
December 31, 2013