Narrative

SUBCATEGORY THREE: OPERATIONAL EFFECTIVENESS

Building budgets to accomplish institutional goals

The College’s processes for building budgets are led by administrative staff in the Financial Services department. More than 120 budget administrators perform tasks related to budget development for their respective areas. The Budget Administrator Group is representative of many different areas throughout the campus community, including staff members from Finance and Administrative Services, student services, faculty members, department chairs, vice presidents, and others. Budget administrators receive training on how to use the College’s Banner system and Salary Planner along with applications for Information Technology Planning (ITP), Remodels, and Capital Equipment to request budget resources. During the budget development cycle, Financial Services staff provides regular updates to the President’s Cabinet, who provides leadership on budget decisions to help ensure that budgets are built to accomplish the College’s strategic goals. After an annual budget workshop in April, the Board of Trustees approves the College’s annual budget in May in connection with the statutory reporting deadlines for the state of Kansas.    

 

Monitoring financial position and adjusting budgets (5.A.5)

During the College’s 2013–2014 strategic planning work, opportunities to improve the alignment of the budget process with the strategic plan were identified. As part of the revamp to align the budget with strategic goals of the College, surveys and focus groups were conducted in 2014, soliciting feedback on budget processes and effectiveness from the College's budget administrators. Data suggested that the budget process technical support was strong, but there was little alignment between planning and budget development and few resources were identified for improvement or innovation. Results also revealed budget administrators needed data more readily available for budget development: enrollments, expenditure history, and outcomes. Communication for budget decisions was lacking, specifically how the budget process allowed the strategic plan to drive new initiatives (for example, programs retired or revamped based on workforce needs) (5.A.5).

 

Based on this review, the budget process calendar was adjusted to closely align with the Program Review cycle. Now, decisions emanating from Academic Program Review precede the annual budget development cycle, so that budget requests may follow recommendations from those reviews. Financial Services, Institutional Research, and Information Technology staff collaborated to create additional standards reports to support budget development. Additionally, monthly budget reports are emailed to all budget administrators to assist in their monitoring of budgets throughout the year. Finally, Financial Services staff developed communications to provide feedback to budget administrators about the disposition of budget requests (5.A.5).

 

Maintaining a technological infrastructure that is reliable, secure, and user-friendly

The Information Services (IS) branch tracks a number of systematic effectiveness measures. These include timeliness of completed projects, the number of help desk calls and help desk tickets closed the same day and/or the same month as received, comparison of requested versus actual install dates for Information Technology Planning (ITP) units, measures of server availability, and results of an ongoing systematic satisfaction survey of help desk clients. The Office of Institutional Research and Planning measures effectiveness through periodic internal client evaluation surveys.

 

Storage and accessibility of data and performance information are based on security access levels, position roles, and responsibilities. While there are established record retention policies for some areas and departments, similar policies could be implemented in other departments. The shift to a paperless environment creates an opportunity for areas making the transition to review what information is maintained, for what reason, and for what length of time.

 

Internal and external audits, internal controls such as separation of duties, cross-departmental processes, and board policies help maintain the security and integrity of systems outside of IS. End users and stakeholders agree to the management of collected data. Periodic audits are performed, covering security-related topics such as database security and disaster recovery.

 

For information that is disseminated internally and externally, the College uses the Internet to communicate with the community, faculty, and staff. The Web Publishing team publishes information within 72 hours of its being approved; when possible, information is posted the day it is received or the next morning if received late in the day. Departments are responsible for alerting the Web Publishing team when information needs to be published. The team then ensures the content is accessible, readable, and in an appropriate format. Institutional Research also makes a range of the College's data available to the public online. 

 

Maintaining a physical infrastructure that is reliable, secure, and user-friendly

JCCC has various processes in place to ensure it maintains a physical infrastructure that is reliable, secure, and user-friendly. These processes are developed and carried out under the direction of Campus Services administrative staff. They follow a prioritization process that looks at safety, building envelope (external building structure), and internal comfort levels when responding to operational needs. A key element of this process is Campus Services use of the TeamDynamix software system to receive work order requests, track completion, and track use of resources (staff time). Data collected for the fiscal years 2013–2015 indicates the system received an average of approximately 9,900 work orders each year for services such as housekeeping, maintenance, offices moves, or warehouse pickups.

 

Campus Services partners with the College’s Center for Sustainability in an effort to improve the campus environment for students and the community. The College’s sustainability initiatives are funded by a $1 per credit hour student fee.

 

Managing risks to ensure operational stability, including emergency preparedness

The College’s Insurance and Risk Management department, Internal Audit and Advisory Services function, emergency preparedness manager, and Campus Police Department work in conjunction to manage risks to ensure operational stability in compliance with board policies. The Insurance and Risk Management department establishes all College insurance programs, including a self-insured program for workers compensation. The department also provides and monitors compliance with required workplace training and safety, including providing monthly “For Safety’s Sake” publications, which are a joint reminder from the JCCC Safety Committee, Insurance and Risk Management, and the Campus Police Department.

 

The JCCC Audit and Advisory Services department provides an independent assurance function to management and the Audit Committee of the Board of Trustees. The Audit Committee meets four times per year and is responsible for review and implementation of the College’s annual audit plan. The annual audit plan is based on a campuswide risk assessment and includes performance, financial, compliance, and information services audits including various special projects.

 

The College has dedicated resources to emergency preparedness operations, which are overseen by the emergency preparedness manager, who then reports to the College’s chief of police. One of the key processes involving emergency preparedness operations is regular training and preparation of the College's Crisis Management Team as well as ongoing training for the campus community.

 

The JCCC Campus Police Department provides service 24 hours a day, 7 days a week. The police department consists of 22 sworn law enforcement officers, a detective, an emergency preparedness manager, and 12 civilian employees. All police officers are professionally trained and state of Kansas certified, with the same authority as any police officer within the state of Kansas. JCCC police officers are commissioned law enforcement officers with the right to arrest, in accordance with the laws of Kansas. The JCCC Police Department maintains a daily crime log in compliance with the Clery Act. The daily crime log records criminal incidents and information in the log typically includes the case number, classification, date reported, date occurred, time occurred, general location, and disposition of each reported crime.

Evidence
File  Budget Preparation Manual for Fiscal 2016-17 
File  Risk Assessment and Audit Plan 2016 
File  Disaster Recovery Audit report 2015 
File  Emergency Preparedness Training 
URLRecords Retention Policy
URLBoard Policies and Procedures
URLEnrollment Reports
URLSustainability
URLEmergency Response Plan
URLPolice Department
URLAnnual Security Report - Clery Act