GOVERNING BOARD
AUGUST 9, 1994
MINUTES
An executive session convened at 6:00 p.m., pursuant to A.R.S. [[section]]38-431.02, notice having been duly given.A special meeting and work study session of the Maricopa County Community College District Governing Board were scheduled to be held at 7:00 p.m. at the District Support Services Center, 2411, West 14th Street, Tempe, Arizona.
PRESENT
GOVERNING BOARD
Linda B. Rosenthal, President, Roy Amrein, Secretary, Donald R. Campbell, Member, M. Grant Christensen, Member, Nancy Stein, MemberADMINISTRATIONb
Paul A. Elsner, William Waechter, Alfredo G. de los Santos Jr., Dan Whittemore, Ron Bleed, Janice Bradshaw, Mary Lou Mosely for Raul Cardenas, Larry Christiansen, Ken Roberts for John Cordova, Irwin Noyes for Art DeCabooter, Susan McRae for Stan Grossman, Homero Lopez, Madge Valadares for Phil Randolph, Linda Thor, Arnette Ward, J. Marie Pepicello, John WaltripABSENT
STATE BOARD
Jim UllmanCALL TO ORDER
The meeting was called to order at 6:00 p.m. by President RosenthalEXECUTIVE SESSION
President Rosenthal called for a motion convening an executive session, notice having been previously given.MOTION NO. 8282
Donald R. Campbell moved that an executive session be convened. Motion carried 5-0.The meeting recessed at 6:01 p.m.
The Special Meeting reconvened at 7:00 p.m.(I-A) CONSIDERATION OF EMPLOYMENTS, RESIGNATIONS, RETIREMENTS, AND TERMINATIONS - William Waechter recommended approval of the employments, resignations, retirements, and terminations. Nancy Stein commented that she had been told that there were 984 budgeted faculty positions and only 860 full-time faculty members. In response to Mrs. Stein's question, the colleges may decide to utilize funds from budgeted positions to hire part-time faculty in disciplines dictated by current needs instead of filling a budgeted position.
MOTION NO. 8283
M. Grant Christensen moved that the Governing Board approve the employments, resignations, retirements, and terminations. Motion carried 5-0.ADJOURNMENT The Special Meeting adjourned at 7:05 p.m.
The Work Study Session/Strategic Conversation convened at 7:05 p.m.
(II-A) STRATEGIC ISSUES ASSOCIATED WITH THE EFFICIENT USE OF LIMITED RESOURCES - Dan Whittemore explained the ground rules and introduced presenters and facilitators Marilyn Anderson, Linda Thor, Rufus Glasper, Alberto Sanchez, Debbie Thompson, Bruce Dickson and Dawn Rector. The outcome for the Conversation was direction to Administration for budget development and prioritization for use of funds for 1995-96. Rufus Glasper explained financial planning and the need for input in developing a three-year plan.
Linda Thor discussed the role of BDEC in supervising and coordinating the budget process and making recommendations to the Chancellor. BDEC tasks include review of strategic plans, lead in budget problem solving, provide financial management, review budget calendar, approve budget materials, recommend budget and tuition and fees, provide liaison to Board and others, and review projections and activities.
Marilyn Anderson discussed the FY 95/96 and future priority categories and introduced discussion questions. The first three questions were discussed by all groups. Each group then discussed one of the six additional questions.
1. How does MCCCD ensure alignment of resources with the vision, mission and strategic goals?
2. What criteria should be used to determine resource allocations? In what priority?
3. Who recommends and decides the priorities and criteria?
4. How will bond impact use of resources?
5. Does MCCCD need to develop other sources of funds? What?
6. How does MCCCD keep a limited budget from "freezing" the action and structure of the organization?
7. Should uniform/standard measures (formulas) of budget items be established? What measures (formulas) and for what items?
8. How should MCCCD measure the effective use of resources?
9. When and how does MCCCD communicate to the public the efficient use of resources?
Discussion
Group One: What criteria should be used to determine resource allocations?
- Service to students (general criterion)
- Provide instructional services (establish salaries for instructors and academic support early in process) and support
- Evaluation of annual reports
- Evaluation of programs
- Evaluation of district standardized fiscal operations (for example, cost/FTSE)
- Is this a district/college mission?
- Compliance with government/regulatory mandates
- Current/transferability of program
- Alignment with vision, mission, goals
- Prioritize types of educational services provided within mission statement
- Provide adequate/enough full-time faculty to match enrollmentWho recommends and decides the priorities and criteria?
- Governing board decides/approves
- Chancellor and staff recommend based on input from constituent groups
- Overall direction needs to come from board
- Mandate from legislature (givens mean that only certain amount of budget is left to be decided)How will bond impact the use of resources?
- May put bind on college's infrastructures (if it passes) (e.g., operational costs, staff, etc.)
- Bond could mean more money for classroom and office space which would drive other budget
- Currency of equipment and materials
- Resources currently being used from Fund 1 could be freed up for other uses
- Could become bond-dependent so policy should be to separate out bond monies from ongoing budget needsGroup Two: How does MCCCD ensure alignment of resources with the vision, mission and strategic goals?
- Members need to clearly understand vision, mission, goals
- Abstract -need to implement in concrete
- Tme - not a perfect process but developing and improving as we go
- Continuous process in ideal worldWhat criteria should be used?
- Performance (FTSE), growth (traditional)
- Size (traditional)
- Age of institution
- Student outcome measures tied to vision, mission, goals (move to future)
- Community needs (move to future)
- Fixed expenditures (plant fixed expenses, major maintenance, utilities, etc.)Disagree with question 3. new paradigm
- Need stable way to gather information
- Need rich information from many sources, then decision-making process
Do we need to develop other sources of funds? What?
- Yes: bond - both G.O. and Revenue
- Maybe delete functions/areas from mission/goals
- Pass on "real" cost to customers
- Foundation-what should our relationship be?
- Scholarships
- Collaboration with business and industry (esp. local)
- Alumni
- Grants writing
- Higher level of indirect cost recovery-share with colleges
- Other student markets (at risk, high school drop outs, international students)
- Community partnerships (e.g. gerontology/senior center)
- Address issue of funding from state
- Share resources with high schools, etc. (articulation)
- Many of these are being done. Learn from results of others.
Group Three:
How does MCCCD ensure alignment of resources with the vision, mission and strategic goals?
- Need to be in same choir
- Resources follow program
- BDEC "requires" alignment
What criteria should be used to determine resource allocations? In what priority?
- Need policy direction for items above
- Need process clarification
- Need prioritization of
- New category-employee financial needs
Who recommends and decides the priorities and criteria?
- Board "decides"
- Students "decide"
- Employees "recommend"
- Customers internal/external "recommend)
- The "boss"
- Community/advisory committee
How does MCCCD keep a limited budget from "freezing" the action and structure of the organization?
- Reallocation/reprioritization
- Consolidation
- Doing more with less
- Work smarter
- Cut cost
- Increase revenues
- "Freezing" the action and structure may not be a bad idea "disequalibrium may not be so bad"
- Reengineer structure/process
- Learn from the past
- Focus on the
- Specialize more and not duplicate
- Seek volunteer help
- Evaluate programs
- Provide incentives
- Create an atmosphere for innovation and support risk-taking
- Identify successful models
Group Four:
How does MCCCD ensure alignment of resources with the vision, mission and strategic goals?
- Ensure that everyone knows what the vision, mission and goals of the district are
- Maintain decentralization, build in checks for alignment
- Commitment to change
- Ensure that work processes are aligned and budget appropriate to support the goals
What criteria should be used to determine resource allocations? In what priority?
- Vision, mission and strategic goals
- Nurture critical processes
- Needs of students and the community
- Define needs of students and community
- Process for prioritizing needs
Who recommends and decides the priorities and criteria?
- Stakeholder group involvement identifying needs (inc. students, community, business, faculty, etc.) stakeholders make recommendations
- Governing board ultimately responsible for decisions
- Each college should have its own stakeholder groupShould uniform/standard measures (formulas) of budget items be established? What measures (formulas) and for what items?
- Mathematical formulas should not be established because they do not allow for flexibility, never "fair," difficult to change and account for changes
- Also, formulas traditionally not adhered to
- Instead, general guidelines reflecting vision and mission should be created and appliedGroup Five
How does MCCCD ensure alignment of resources with the vision, mission and strategic goals?
- Problem
don't communicate early enough
do we follow the vision?
colleges express uniqueness--too broad
- Communication
diversity of each college
relate to student academic achievement
What criteria should be used to determine resource allocations? In what priority?
RE Head Count
RE FTSE
RE Programs - unique and basic
E Facilities
E Performance
E Outcomes
RE Political
RE Area of demographics-business and industry
Who recommends and decides the priorities and criteria?
SHOULD RECOMMEND SHOULD DECIDEStudents Board
Employees Chancellor
Community Presidents
Broad Base
How should MCCCD measure the effective use of resources?
- Colleges
Student academic achievement
Learning Opportunities
Full-time faculty - staff
Facilities
Equipment
Programs
- District
Need to find way to measure district contribution to student academic achievement using dialogue
- Governing Board
Measured by public (this involves effective communication to voters)
Did you achieve goals you established for prior year?
Positive or negative=learning (make it safe to take risks)
Quantity/Quality
To communityGroup Six:
How does MCCCD ensure alignment of resources with the vision, mission and strategic goals?
- Awareness of vision, mission, goals displayed when allocating resources
- Link campus goals (vision/mission/goals) with District goals, vision, mission
- Allocate dollars then look at budgets to see priorities
Enrollment (Differential Costing)
Cost per FTSE (Differential Costing)
Incentive (Differential Costing)
What criteria should be used to determine resource allocations? In what priority?
- Goals established by strategic conversation eventually adopted by board -- long-term/short term
- Needs Analysis to get to the point of goals--based on community input
- Guidelines - District
Priority/Proposals - College
- Approval - BDEC
Who recommends and decides the priorities and criteria?
- Superbody - recommends to college
- CEC
- Presidents
- Vice Chancellors
- BDEC
- First priority fair every year with Board/College/District with dataWhen and how does MCCCD communicate to the public the efficient use of resources?
When
- Frequently (Board meetings)
- Annual Press Fair (Cotton Candy)
- Often as possible
- Follow Bond model for community outreach
How
- Improvements
- Annual Report (Compendium) number of students served
Executive Summary
Understandable
Comparable data public & private Higher Education
- Class schedules (1/4 page)
- Catalogs
- Continuity of model
- Standard presentation
- Organize community support
- Leaders more visible in communityCategories were identified and a process of identifying policy and budget priorities was begun. The following categories were identified:
Categories
1. Tuition Pricing
2. Revenue Mix
3. Enrollment
4. Meet and Confer
5. New Programs Initiatives
6. Provide sufficient instructors to match enrollment
7. Employee Financial needs: steps, professional growth, COLA
8. Student Outcomes Measures (See #12) tied to
9. Community needs (See #5)
10. Fixed expenditures--plant fixed expenditures, major maintenance, utilities
11. Support of Critical Processes
12. Student Academic Achievement
Time prevented completion of the prioritization discussion and activity. This process will be continued at the Strategic Conversation following the August 23, 1994 meeting.+ [[Delta]]
Very valuable but needs to go 1-2 Allow groups to deal with
more steps (1 more hour at spirit of questions,
least) not letter
Good staff work and facilitation Need working definitions
Good participation Earlier start time
Tremendous turnout Materials in advance
Good ground rules Questions too official
Small groups facilitate full Abandon group structure
participation
Ended on time
ADJOURNMENT
The meeting adjourned at 9: 05 p.m.
_____________________________
Roy C. Amrein
Secretaryaa
8/10/94