Organizational Effectiveness and Sustainability: Strategic Goal IV – Work
Plan
Kim Garcia – Champion
Doug Smith; Henry Gee; Seher Awan; Ronald Ramirez; David Lo; Janet Chang;
Carol Coen; Lynette Apen; Mary Conroy; R.J. Ruppenthal
SJECCD’s Mission
As a leading educational institution, the mission of the SJECCD is to
meet the diverse educational and workforce needs of our community by
empowering our students to become agents of socioeconomic change
SJECCD’s Vision
By the year 2017, SJECCD becomes the premier institution for
advancing opportunity, equity, and social justice for everyone
through educational excellence
Strategic Goal IV: “San Jose/Evergreen Community College District will develop systems that promote institutional
effectiveness and fiscal sustainability.”
Owner
Performance Indicators
Target and
Timeline
Objective I. Develop, Manage, and Maintain the Physical Plant and Facilities Effectively and Consistent with the
Facilities Master Plan
Activity 1: Develop practices and procedures that promote
sustainability in all areas of the District
a. Review annually practices and procedures that
promote sustainability in all areas of the
district: instruction, operations, construction,
facilities, land use, energy, water conservation
District
Executive
Team
1. Positive general fund spending trend
1. 0.0 by 2017
Division
Managers
Goal IV| P a g e 1
and environmental integrity
Activity 2: Effectively use sustainable “green”
construction, facilities and maintenance practices that are
environmentally sound and fiscally wise
a. Construction of new buildings will be designed
at LEED “silver” level
VCAS
VPASs
Gilbane
Facilities
1. Percent of new building projects with
LEED Silver titles
1. 100%
Activity 3: Incorporate a systematic program of recycling
and reuse practices district-wide.
Facilities
1. Percent of departments participating
in district or campus recycling programs
2. Number of employees aware
of/participating district or campus in
recycling programs
1. Increased each
year through 2017
2. Increased each
year through 2017
1. Bond financial audit exceptions
2. Bond performance audit exceptions
3. Bond measures over budget or
timeline
1. Zero each year
2. Zero each year
3. Zero each year
Activity 4: Successful implementation of the Measure G
bond program.
Executive
Team
Division
Managers
VCAS
Facilities
Gilbane
Objective II. Optimize District Resources through Innovative and Prudent Fiscal Management Providing a Stable
and Flexible Funding Base
Activity 1: Continuously improve financial practices that
ensure and support the fiscal stability of the District.
a. Maintain sound District-wide internal fiscal
controls to achieve an annual unqualified audit
opinion
VCAS
Executive
Team
1. Number of significant findings on
annual financial audit
1. Zero through
2017
Goal IV| P a g e 2
Activity 2: Maintain a Fund Balance that Supports
Continuous Quality Improvement in the District
a. Maintain a minimum of 7% District General
Fund Balance Reserve
VCAS
Executive
Team
1. General fund ending balance
1. >=7% each year
through 2017
Activity 3: Align District expenditures to available
revenue while striving to provide high quality programs
and services.
Chancellor
1. Positive general fund spending trend
2. Program Review aligned to budget
process
1. 0.0 through 2017
2. 100% alignment
by Fall 2016
Activity 4: Integrate the resource allocation process with
the District mission and ensure that it is equitable,
transparent, and clearly communicated throughout the
District
a. Clearly communicate, through transparent and
inclusive process, the allocation of fiscal resources
Chancellor
1. Program Review aligned to budget
process
1. 100% alignment
by Fall 2016
Executive
Team
Executive
Team
Objective III: Enhance Resource Development to Support Institutional Goals
Activity 1: Create a Resource Development Plan to
enhance revenue generation and external giving
a. Develop a district-wide Resource Development
Plan (RDP)
Chancellor
Activity 2: Increase resources available for achieving
district fund development goals, including public
funding, grants, alumni giving, bond funding,
endowments, contract education, and foundation
Chancellor
1. RDP completed and implemented
1. Created and
Implemented by
Spring 2016
1. Dollar amount of new grants awarded
2. Foundation Balance
3. Dollar amount of contract training
revenue
1. Increases each
year through 2017
2. Increases each
year through 2017
Executive
Team
Executive
Team
Goal IV| P a g e 3
funding
a. Conduct gap analysis of district-wide resource
development activities and assignable assets
b. Create resource development silos to support the
RDP. Silos should include the following:
i. Career Development/College Prep
Programs
ii. Grants and Special Initiatives
iii. Contract Education
iv. Community Education
c. Assign appropriate staff and funding to lead
resource development silos.
Foundation
3. Increases each
year through 2017
d. Enhance SJECCD Foundation efforts for achieving
district fund development goals, including
public/private funding, alumni/retiree giving, bond
funding, and endowments.
i. Fully staff Foundation
ii. Conduct gap analysis to identify potential
fund development opportunities
iii. Create a SJECCD Foundation Strategic
Plan (3 years)
iv. Develop targeted
marketing/communications plan
(messaging, collateral, etc.)
1. for potential funders
2. for SJECCD (staff, retirees, alumni)
3. for SJECCD Board of Trustees
v. Conduct annual signature fundraising event
vi. Develop and grow donor/philanthropic
support
vii. Create operational procedures that support
fundraising efforts
Goal IV| P a g e 4
viii.
Develop donor database
Objective IV: Develop a Comprehensive Institutional Effectiveness Plan.
Activity 1: Develop performance indicators to measure
the strategic goals and operational objectives
RIE
Strategic
Planning
Task-force
1. Performance Indicators, measures,
baselines, and targets identified
1. 100% completed
by May 2014
Activity 2: Determine a methodology for allocating
resources across the district based upon strategic priorities
VCAS
1. RDP completed and implemented
1. Created and
Implemented by
Spring 2016
Activity 3: Integrate planning between the district, the
colleges, and the Workforce Institute
Chancellor
1. RDP completed and implemented
1. Created and
Implemented by
Spring 2016
Executive
Team
Executive
Team
Objective V: Complete and Organizational Redesign of the District including Clarifying and Defining all Functions of
Work
Activity 1: Complete an organizational redesign to meet
the future needs for a student-centered institution
a. Document the organization structure down to the
unit level by the creation of organizational charts to
the department level
b. Review district compensation in relation to Bay 10
for benchmarked positions for faculty, staff and
Human
Resources
Chancellor’s
Executive
Team
1. Redesign plan completed
2. Compensation study completed
3. Position review completed
1. Completed by
July 2014
2. Study completed
by Fall 2014
3. Review
completed by
Spring 2015
Goal IV| P a g e 5
administrators
c. Develop a systematic review process for job
descriptions to maintain currency and to articulate
“what position does what”.
Activity 2: Develop and implement a process to annually
review and update the district functional map to support
institutional effectiveness
a. Delineate the institutional system for internal
communication among, between and inside the
units of District Office, San Jose City College,
Evergreen Valley College and Workforce Institute
Chancellor
Activity 3: Perform regular reviews of employee
productivity and satisfaction to align organizational work
practices with best practices and maintain currency of
work practices
a. Measure completion rates of reviews
b. Measure and analyze employee productivity
c. Measure employee satisfaction
d. Conduct periodic review of position standards with
Bay 10
Human
Resources
Executive
Team
1. Employee awareness and
understanding of institutional functions
based upon survey findings
1. Increases each
year through 2017
1. Employee Satisfaction with work
practices and environment
2. Employee productivity
3. Alignment of position standards with
Bay 10
1. Increases each
year through 2017
2. Increases each
year through 2017
3. 80% alignment
by Spring 2017
RIE
Chancellor
Executive
Team
Goal IV| P a g e 6