General Meeting Information

Date: April 23, 2019
Time: 2 - 3 p.m.
Location: ADM 109

  • Agenda

    Time Topic Purpose Discussion Leader
    2 - 2:10 p.m. A Co-chairs
    2:10 - 2:20 p.m. Administrative Services Overview   Co-chairs
    2:20 - 2:40 p.m. Review & Approve Equity Plan A Newell
    2:40 - 2:55 p.m. Review & Approve Updated Institutional Metrics including vision for Success Goals A Newell
    2:55 - 3 p.m. Quick News



    A = Action
    D = Discussion
    I = Information

  • Minutes


    Present: Burdick, Cini, Harada, Fritz, Grey, Chris White. Apologies: Gore, Smith. Notes: Gibson

    Meeting Items

    Welcome and Introductions

    The team members introduced themselves.

    Merging Campus Budget into Administrative Services Planning & Budget Team

    This merge was approved by College Council March 14, 2019.

    Review & Approve Mission, Role, Guiding Principles, Budget Reduction Process, Ground Rules

    The members reviewed and approved the Mission, Role, Guiding Principles, Budget Reduction Process, Ground Rules

    Administrative Services Overview

    Grey gave a summary of the Administrative Services division. The Office of Administrative Services includes the following functions and departments:

    • Budget Analysis
    • College Fiscal Services
    • College Operations
    • Custodial Operations 
    • De Anza Student Government  Accounts
    • Dining Services
    • Emergency Preparedness
    • Bookstore
    • Facilities Rentals
    • Furniture Fixtures & Equipment
    • Grounds & Landscaping Operations
    • Part-Time Faculty Payroll
    • Personnel
    • Postal Services
    • Print Shop

    The Bookstore, Dining Services and the Print shop are self-sustaintain departments which have to make enough revenue to cover expenses. These types of departments are called enterprise, fund 15 and self-sustaining interchangable. Significant decrease in enrollment has impacted these departments significantly as they rely on volume of sales for revenue. They are not supported by the general fund. Moving forward, the committee will continue to review the bottom-line of these departments.

    Administrative Services Overview

    Review & Approve Equity Plan

    Equity Plan

    Newell explained that the purpose of the College Planning Committee (CPC) is to systematically review all aspects of the planning cycle under the direction of the College Council.

    Newell then briefly explained that over the past two Educational Master Plan documents, spanning over a decade, De Anza has remained committed to reducing its achievement gap to no more than a 5% difference between targeted (African American, Latinx, Filipinx) and non-targeted student groups. This commitment is institutionalized as part of the college’s annual program review process in which each program needs to analyze, evaluate and report on their equity gaps and their activities aimed at lessening those gaps. De Anza is commitment to ensuring that equity principles are not only embedded throughout its decision-making processes via program review, but also part of its organizational-sociocultural development, pedagogy, and leadership strategies. De Anza’s 2017 accreditation Quality Focus Essay further included a college-wide commitment, vision and plan towards closing the equity gap. This equity plan serves as an additional re-enforcement of the work the college undergoes on a daily basis to ensure equitable access and outcomes for all student groups.

    Newell summarized the history of the equity plan requirements explaining that a few years back the state required a written equity plan. Then the state required colleges to integrate the SSSP, basic skills and equity plans into one document. Recently, the state requested a separate equity plan. California Community Colleges Chancellor's Office (CCCCO) also launched a Vision for Success (VfS)  metrics template and asked colleges to align current institutional metrics with the VfS metrics. The documents being submitted for review and approval are the result of many months of thoughtful reflection and data driven research.

    Newell clarified a number of areas including, how the averages were attained, why there were three levels, most of De Anza’s metrics are above statewide averages, other colleges are now closing the equity gap and are within a few percentages of De Anza, equity work is reflected in many of our planning documents, data aggregated by identified groups - disaggregated by gender.

    Other points made during the discussion were:

    • $1.2M potential students apply through open CCC apply.
    • Declining enrollment in African American and Latinx students have impacted success rates.
    • Online success is increasing. Transfers to UCs and CSUs increasing.
    • Completion of transfer level English and math in one year is 17%.
    • Social security office matches wages with degrees at state level to determine employment stats
    • Guided Pathways meta-majors will be on the institutional research website.
    • Degrees and transfers are increasing due to a campuswide effort.
    • Budget breakdown for student equity spending is included at the end of the equity plan.
    • Equity funds are allocated through the PBTs. Clarification needed on eligibility of use of equity funds.
    • AB705 impacts are so far very positive. Data is so far supporting expectations. Analysis information is on the institutional research website.

    Cini reported that faculty have raised some concerns with regard to reduction of basic skills course offerings in Reading, English, and Math, as per AB 705 mandates, and if the students are still attaining the skills needed.

    Feedback to Gibson and Newell by Thursday April 25, 2019 end of day.

    Approved by consensus.

    Quick News

    State senate committee introduced a law that colleges would have to provide a safe sleeping place for homeless students in good standing. Many questions surrounding this issue. No funding from the state to cover expenses. If this law is passed it will definitely impact College Operations. The estimated cost for implementation would be $670K.

Documents and Links

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