Master Plan Abstract
BUSINESS SERVICES
Ron Root, Vice President of Business Services
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Master Plan Abstract BUSINESS SERVICES Ron Root, Vice President of Business Services |
Business Services Master Plan Abstract
Introduction
The Business Services Master Plan is heavily influenced by the master plans for instruction and student services. Few initiatives in the Business Services Master Plan are created apart from those internal and external factors that affect the instructional and student services processes. For instance, when the Educational Master Plan calls for more instruction to be offered at off-campus locations, there are implications for the Police Department, Graphics Services, Purchasing, Payroll, Human Resources, Accounting, Budgeting, etc.
The same demographic and student demand factors that influence decisions in academics and student services affect the manner in which business services are structured. Time pressures on students necessitate that business services be delivered more efficiently. The diversity of cultures within the student body requires the Bookstore, the Cashier's Office and other offices to be sensitive to the service needs of these students.
There is a need for Business Services to be proactive in ensuring that its support to the District enables the college to move forward without delays in meeting the changing needs of students. The Business Services Master Plan is written with this is mind.
Major Initiatives
The Strategic Capital Projects Plan and the Student Services Master Plan both include a goal of integrating all enrollment-related functions into one location on the Santa Rosa Campus. The Cashier’s Office, currently located in Bailey Hall, must be integrated into this process. Because the cashiering and accounting functions are closely tied together and are managed by the same supervisor, the entire Accounting Office must be considered for inclusion as part of the renovation plans for the Plover Library.
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The Bookstore floor space at both campuses must be increased to improve services to students, improve storage space, and reduce overcrowding. In addition, the Bookstore must continue its efforts to integrate the on-line registration system with the book ordering process to enable students to complete both functions at one time.
As the District’s investment in buildings and technology grows from the quarter billion dollar bond fund as well as the millions more that will come from state, federal and private sources, there is a need to establish a long-range plan to protect this investment from vandalism and theft. Police services are stretched thin at the present time, and there is a need to improve the staffing levels at the two campuses and the Training Center. Even with the addition of personnel, there is a need to improve the electronic security and communications systems to improve the effectiveness of our police functions.
An investment in standardized communications software and hardware in collaboration with other county police agencies will greatly improve the college’s capacity to communicate on crime and safety issues. The Computer Aided Dispatch/Records Management System (CAD/RMS) serves this purpose and should be implemented in FY 2002/03. Also, the space allocated to police operations for CAD/RMS, for electronic fingerprinting and other services must be expanded to enable the police department to operate effectively.
In addition, a high tech security system using smart card technology should be implemented as new construction and renovation occurs at the various college sites. A standardized system should be decided upon and implemented with the first new construction and renovation projects. The system must permit the integration of all security systems so that monitoring and control of all access points on all campuses/training sites can be effectuated at one location. Other site-security equipment such as alarm systems, a 911 call tracking system, emergency phones, lighting, parking and traffic equipment are also necessary.
The Human Resources Department will collaborate with other departments in the development of programs to introduce cross-cultural and customer service training opportunities for classified staff and faculty. In addition, it will continue to seek ways in which to improve the cultural diversity of the college workforce and to streamline the processes for filling vacancies.
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In addition, the Human Resources Department and the Payroll Office are facing new workload pressures created by federal, state and local initiatives. During the past 18 months, the following workload demands have been added to their offices: part-time faculty health insurance program, STRS credit for overload, JPA agreement to convert School and College Legal Services lawyers into SRJC employees, elective health benefits cafeteria plan for managers, IRS regulation to tax wages when earned rather than when paid, domestic partners health insurance, lump-sum off-schedule pay for classified staff, implementation of the classification study for classified staff, and implementation of the management team salary realignment schedule. These large workload increases necessitate that the Payroll Office and Human Resources Departments re-evaluate the duties and responsibilities of staff to appropriately handle the office responsibilities.
The voter-approved bond program has strict standards of accountability, necessitating the creation and maintenance of a reporting system to track revenues and expenditures. The Accounting Office must establish a new tracking system that enables the college to inform the Board of Trustees, the Bond Oversight Committee, the auditors, governmental agencies and the general public on all matters pertaining to bond projects.
The federally mandated financial reporting structure must be implemented for FY 2002/03. The accounting system must be in place July 1, 2002, and the first audited financial reports will be issued at the end of that fiscal year. A system of recording the value of fixed assets must be in place and a depreciation schedule maintained. Combined with the workload increase required in item #5 above, the college must find a means to support these new objectives.
7. Implement a Comprehensive Management Information System (MIS)
The current Management Information System contains a major disconnect between Business Services and Student Services. This "unintegrated" system results in inefficient redundant data entry and retrieval. Because the Student Services portion of the system is home grown and viewed as a good working model for Student Services, there has been a reluctance to move toward a standardized MIS such as those software applications used by thousands of other colleges nationwide. During the next five years, the college should complete a review of MIS functional improvements and develop a plan to effectuate those improvements.
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8. Upgrade Graphics Production Services
A comprehensive review of Graphics Services in 2001 indicated the critical necessity to provide adequate workspace for these services. Better workspace for offset printing is required as well as a centralized, permanent location for the Copy Center. A two color offset printer should be purchased and installed to improve printing services for college customers.
9. Review the Food Services Plan
The demand for food services by students and college employees has significantly changed over the past 10 years. A comprehensive review of what is offered and by whom should be conducted to establish a food services plan, including structural/space improvements.
10. Coordinate budget development to implement the Institutional Master Plan
Business Services must coordinate the college’s budget as decisions are made on matters pertaining to the implementation of the Institutional Master Plan. While the Institutional Master Plan lays out a vision for the future of the institution, the budget process must serve to prioritize resources in a manner that enables the college to make progress toward achieving the vision. Unfortunately, the adequacy of college resources is controlled by external agencies, most notably the state. Therefore, a prioritization system must be in place to enable the institution to implement those goals that are most critical to the success of the Institutional Master Plan.