Mission Statement - De Anza College provides an academically rich, multicultural learning environment that challenges students of every background to develop their intellect, character and abilities; to realize their goals; and to be socially responsible leaders in their communities, the nation and the world. The college engages students in creative work that demonstrates the knowledge, skills and attitudes contained within the college’s Institutional Core Competencies:
           • Communication and expression
           • Information literacy
           • Physical/mental wellness and personal responsibility
           • Civic capacity for global, cultural, social and environmental justice
           • Critical thinking                                                                                                    — Updated Spring 2014

SSPBT Meeting Notes - November 16, 2017

Attending Members: Avila, Booye, Burgos, Cook, Doan, Glapion, LeBleu-Burns, Mandy, Mieso, Shears, Ward, White-Daniels

Guest: Lisa Markus

There were no amendments to the notes and one to the agenda.

Accuplacer Status Update

The next generation Accuplacer tests still need to be validated and we should have a decision
by December 5th. The Multiple Measures Committee has been looking into using high school transcripts, GPA, SAT and ACT test scores, etc. as an alternative just in case.

Guided Pathways Self-Assessment

Cook reviewed the Guided Pathways Self-Assessment Tool that was sent out that will be used
to write the Guided Pathways Self Assessment that is due to the state Chancellors’ office by December 23rd. Student Services is responsible for completing the first section: Inquiry. The
three sub-sections were divided and will be completed by Cook and Mieso.

More information about the Guided pathways program can be found at:  http://cccgp.cccco.edu/

Sub-Committee Report: Accreditation, Self-Study, and Enrollment Budget Update

The sub-committee met and discussed their goal for the year. The main topic right now is increasing enrollment. An Enrollment Advisory Team (EAT) has been created and there is a new program being initiated, Guided Pathways, that will also assist with this goal.

Resource Requests - Added Agenda Item

White-Daniels presented her resource requests for Counseling & Transfer Center.

  • The request is to fill five open positions:
    • 3 Counselors
    • 1 Academic Advisor
    • 1 Administrative Assistant.
  • Wait time for students has gone up to a high of 1½ hours from a low
    of 15 minutes before.
  • They had started many new programs based on their staffing numbers such
    as Starfish, Edu Nav, Guardian Scholars, and Mellon Scholars.

2017-18 Budget Presentation

Cheu presented the 2017-18 Budget Reduction Presentation that included an overview of the District and De Anza College financial situation. The scenario is based on ‘flat’ enrollment with
a 1% COLA which would go toward offsetting expenses not salary increases.

The ongoing decline in enrollment has impacted general fund revenue leading to the present $10M structural deficit. The colleges and enrollment management team continue to carefully monitor student enrollment, analyze course offerings, marketing and recruitment efforts to maximize access for students.

De Anza’s basic “B” budget is $1.8M and the College’s cut is $5M. This means the “B” budget is not sufficient to cover the College’s portion of the reductions. The College is therefore forced to look at other on-going reduction scenarios.

The Board of Trustees approved a district wide $10M budget reduction target to be implemented over a three-year period. De Anza’s share of the budget reduction target is 50% or $5M.

Cheu summarized the proposed budget reduction percentage targets for each division.

     President
     Communications
     VP Finance & College Operations
     VP Instruction
     VP Student Services
     AVP Student Outreach Services		 1%
1%
9%
45%
32%
12%


The proposed budget reduction and timeline plan is:

     $1.0M in FY17/18 – identify by June 30, 2018 and implement by July 1, 2019
     $1.5M in FY18/19 – identify by June 30, 2018 and implement by July 1, 2019
     $2.5M in FY19/20 – (dependent on enrollment trends)

(Note that the numbers are always fluctuating as budget forecasts are based on assumptions
not finalized figures.)

The proposed plan is to avoid layoffs in FY17/18 although vacant positions may not be filled; use ending fund balance to cover the FY17/18 $1M pending identification and implementation of permanent costs; and PBTs identify permanent reductions and cost savings by June 1, 2018.

Cheu explained the proposed timeline from October 2017 through end of May 2018 for identifying the budget reductions and to meet deadlines for the Board of Trustees. This information will most likely be presented in the August 2018 Board Study Session.

College Council members have discussed the proposal and have approved the reduction plan.

SSSP-Student Equity-BSI 2017-19 Presentation

Student Success & Support Programs (SSSP), Student Equity, and Basic Skills Initiative (BSI) were combined and the plan will be submitted to the Chancellors’ Office by January 31, 2018.

The SSSP-Student Equity-BSI Integrated Plan will cover two years and the budget plan allocations will be done annually. The three programs all shared the goal of student retention and success rates and the plan was to develop five new goals for the next two years. The individual program coordinators for these three programs compiled their program goals and it went to an advisory group for selection.

  • Goal 1:  Improve transfer and graduation rates for disproportionately impacted students.
  • Goal 2:  Close the achievement gap for students in developmental (Basic Skills) courses and other identified student populations by increasing persistence, retention, and success rates.
  • Goal 3:  Identify and update campus services, policies, procedures towards reducing barriers and increasing student success (enrollment, orientation, readiness, multiple measures, placement, academic probation, book vouchers, OER).
  • Goal 4:  Engage faculty and staff in professional development activities focused on improving student success and closing achievement gap.
  • Goal 5:  Build on and broaden our existing relationships in the high schools and within
    the community to improve college readiness of entering new students.
Back to Top