SUBCATEGORY TWO: RESOURCE MANAGEMENT
Maintaining fiscal, physical, and technological infrastructures sufficient to support operations (5.A.1)
Fiscal: The College’s fiscal infrastructure is maintained to support operations and reserve levels in accordance with the Board's cash reserve policies. As evidenced in the College's audited financial statements, the College’s primary sources of revenue are local ad valorem property taxes, State of Kansas operating grant funding, and student tuition and fees. The College’s Board of Trustees has authority to set the tax levy amount and to set tuition rates in connection with the annual budgeting process. The administration brings forward recommendations impacting the College’s finances to the Board of Trustees through the Management Committee of the Board. Monthly Treasurer’s Reports are prepared for the Board of Trustees, accounting for budgeted and actual revenues and expenses in all funds. The College’s annual financial statements are prepared in accordance with Generally Accepted Accounting Principles (GAAP) and are audited by an external auditor. The audited financial statements are presented annually to the Audit Committee of the Board of Trustees in November.
The College’s annual budget process determines how resource allocations are made to support operations and strategic initiatives. Each December, the administration brings forward recommendations to the Board of Trustees in order to establish annual budget guidelines regarding projected revenues and expenditures. After the budget guidelines are approved by the Board, more than 120 campus departmental budget administrators, including staff members, faculty, department chairs, deans, and vice presidents work to prepare their respective budget requests for the subsequent year. Requests for human resources (staffing) are made through the annual planning and budgeting process with all requests for new or replacement positions reviewed by the President’s Cabinet. In mid-February, Financial Services staff compiles preliminary budget data and presents it to the President’s Cabinet, who engage in review and prioritization exercises based on available funding. A Board of Trustees budget workshop is held during the April Board meeting each year. This provides the opportunity for in-depth review of the budget and for Board members to ask questions regarding information presented. Final budgets are presented to the Board for approval in May each year in anticipation of the new fiscal year starting on July 1. Financial Services staff also prepares a five-year budget projection for longer range planning purposes. The five-year model is shared with the Management Committee of the Board of Trustees on an annual basis and is included in the College's budget document (5.A.1).
Physical: The College’s process for management of physical resources is primarily led by administrative staff in the Campus Services department. Facilities' planning processes have historically been guided by the Capital Infrastructure Inventory, which is updated annually by staff and presented to the Management Committee of the Board of Trustees. This document is a complete inventory of heating, ventilation, and air-conditioning systems; plumbing; electrical distribution; fire protection; elevators; accessibility; masonry envelope; roofing; and other aspects of each of the College’s 22 buildings, totaling more than 1.6 million square feet. Every physical detail in each room of the buildings is evaluated by condition and capacity and each is placed on a one-, five-, or ten-year replacement schedule. The applicable replacement cycles inform annual budget requests for maintenance.
Funding for the College's physical resources is primarily available in the General Fund, the Capital Outlay Fund (supported by a one-half mill tax levy, which provides approximately $4 million annually to use for capital projects and any related debt service), and the Campus Development Fund (supported by a student fee of $3 per credit hour). The College uses a variety of tools for capital planning and budgeting purposes, including a replacement inventory tracking system, a capital schedule application, a remodel request application, and TeamDynamix software for work order requests (5.A.1).
Technological Infrastructure: Updating office, lab, and classroom equipment is primarily achieved through the annual Information Technology Planning (ITP) process. This process runs in conjunction with the budget cycle to ensure alignment between institutional, departmental, and technology needs.
In 2011, the College implemented an allocation of $3 per credit hour to improve the campus network and technology infrastructure. This money has been used to fund a variety of tech improvements: campuswide Wi-Fi coverage, a second Internet connection, the VoIP phone system, network security infrastructure, and fiber plant.
The Technology Fund now serves as the sole funding source for the management and maintenance of the network communications infrastructure. This effort includes new equipment purchases, licensing, hardware and software support, upgrades, and hardware replacements. The Technology Planning Team serves in an advisory capacity. Technology infrastructure refresh is guided by the Network Infrastructure Replacement Schedule, which is updated annually by the staff and presented to the Management Committee of the Board of Trustees. This document provides a complete inventory of the following technologies:
- Network infrastructure inventory/Replacement cycle
- Campuswide wireless network
- Network core, border, and firewall protection
- Switch replacements
- Uninterruptable Power Supply (UPS) units and monitoring
- VoIP phone system and classroom emergency communications
- Fiber plant design and replacement
- Public address system
- Security cameras (5.A.1)
Setting goals aligned with the institutional mission, resources, opportunities, and emerging needs (5.A.3)
Fiscal: The primary process that determines how fiscal resources are aligned to support strategic goals is the Budget Development Cycle. Through its annual planning, review, and prioritization exercises, the President’s Cabinet provides leadership in this area. For example, when developing the budget for the 2015–2016 fiscal year, the Cabinet received requests for resources from each of the 13 task forces associated with strategic plan goals and related tasks, inclduing more than $1.3 million in budget requests for staffing and operations. After review, prioritization, and consideration of available resources, the cabinet approved funding of $621,000. One specific strategic request that received funding was a recommendation under strategic plan Goal 2, Task 3 to pilot an online winter session in Dec. 2015–Jan. 2016. The implementation of this project was one of the College's AQIP action projects, Winter term, submitted March 2016 (5.A.3).
In order to ensure fiscal resources are aligned with opportunities or emerging needs outside of the annual budget process, the College’s general fund budget includes contingency funding at branch levels for the president, and the executive vice presidents for Instruction and Operations, and Finance and Administration. Additionally, a cost center for developing programs exists within the chief academic officer’s budget, providing budget funds for instructional innovation (5.A.3).
In an effort to educate the campus community on understanding how the budget is aligned with strategic goals, an “Understanding College Finances” session is conducted annually by the CFO and the EVP for Finance and Administrative Services during Professional Development Days. An additional process in sharing budget development information includes publication of budget materials on the College's website (5.A.3).
Physical: New physical spaces on campus have been created to support goals aligned with the College's mission and emerging needs. One example is the 2012 construction of Galileo’s Pavilion, a 3,000 square foot LEED Platinum certified facility that houses two classrooms, a lounge, and exhibition/display space. Clad in reclaimed slate chalkboards, the building incorporates such energy saving features as photovoltaic solar panels on the roof, a small 2-kilowatt wind turbine, LED lighting, sedum rooftop plants, and a rain collecting cistern that is used to water living walls of plants on the north sides of both classrooms and the lounge (5.A.3).
Construction of the Wylie Hospitality and Culinary Academy was completed in 2013. Located on the east side of the College's campus, this 36,000 square foot, LEED Silver certified facility houses five culinary labs, an innovation kitchen, and a demonstration kitchen in a 76-seat culinary theater as well as three classrooms. Hospitality management faculty and staff are housed in an office suite that includes work space, a conference room, and a library.
In 2014, a retro-commissioning study was conducted to study the College's aging infrastructure. The President’s Cabinet and Board of Trustees considered the results of the study and approved a $9.8 million general obligation capital outlay bond issuance to fund the needed improvements. Completion of the related projects, which include energy conservation measures, heating, ventilation and air conditioning, masonry, roofing, and windows, is expected for 2017 (5.A.3).
Technological: Information Services works with the functional and technical leaders on campus each year to identify future technology needs and prioritize those that will be considered for funding in the coming fiscal year. Technology initiatives recommended to go forward are reviewed as part of the budget process and eventually evolve into funded project requests (5.A.3).
Allocating and assigning resources to achieve organizational goals, while ensuring that educational purposes are not adversely affected (5.A.2)
Fiscal: The President’s Cabinet provides leadership on allocating and assigning resources to achieve organizational goals through its oversight role in the budget process. An example of data that informs the Cabinet decisions is the Academic Program Review process. The instructional branch of the College identifies areas that may need additional investment or those where resources may need to be reallocated to other areas. In addition to internal program data, the College uses IPEDS data from a prescribed comparison group to examine results with external benchmarks (an internally developed peer group median) for Core Expenses per FTE enrollment by function. The results of these comparisons can be viewed in section 5R2 (5.A.2).
Physical: The College’s Campus Services Department anticipates its annual fixed maintenance costs and uses the Capital Infrastructure Inventory document to project additional costs for the subsequent year. JCCC has an opportunity to better align physical spaces for student academic and support needs and will use the facilities master planning process described in section 5I2 to assist in this effort (5.A.2).
The College’s 2013–2014 strategic planning process identified an opportunity to improve campus facility utilization and under Goal 4, Task 2, a task force was created and charged to ensure that the use of JCCC’s facilities is maximized and the capital investment in facilities contributes to the mission. The task force created documentation of the location and use of all campus square footage. The resulting space inventory document was used in the facilities master planning process (5.A.2).
Technological: Instructional and administrative programs identify opportunities for improvement using the Program Review Process. Deans are then able to request new and/or replacement technology by participating in the administrative and instruction ITP process. The Network Infrastructure Replacement Plan document is used to project technology infrastructure costs for the subsequent year (5.A.2).
The annual budget also includes the use of an internal project request process that captures new technology implementations as well as technology upgrades needed to support institutional priorities in the coming fiscal year. These requests are submitted through TeamDynamix, the College's project portfolio management tool, where resources are allocated and project hours are tracked (5.A.2).