Educational Map

VENTURA COUNTY COMMUNITY COLLEGE DISTRICT
ORGANIZATIONAL MAP OF FUNCTIONAL SERVICES
DISTRICT AND COLLEGE ORGANIZATIONAL RESPONSIBILITIES

FUNCTIONS

The model for assigning responsibility for functions in the Ventura County Community College District is developed in Board Policy and Administrative Regulations. This District intends to provide autonomy to the local campuses to the extent possible. Some functions have been reviewed and a centralized function has been developed for efficiency or communications. Oversight of instructional and student services programs is provided by the campuses in order to maintain academic integrity. The District/College functions are described below.

Board Policy & Administrative Regulations (Board of Trustees)

The Board of Trustees is responsible for adopting policies and administrative regulations that govern all activities relating to conducting the business of the District and its Colleges. The Board invites thorough review of policies and regulations and considers the advice of whatever constituencies or individuals offer such. For policies and regulations that affect academic and professional matters, the Board relies primarily on the advice of the Academic Senates. On matters defined as within the scope of bargaining interests, the Board follows the requirements and conventions of negotiations. The general public may comment at public board meetings on any policy consideration before the Board.

Budget Development (Deputy Chancellor)

The Board of Trustees delegates budget development to the administration, and the Deputy Chancellor provides the primary leadership. The Board retains its fiduciary responsibility for fiscal oversight. The District retains the management right to establish and maintain the budget. However, in the spirit of collegial consultation, the process for budget development is established in a collaborative manner. The District, under the authority of the Board of Trustees, determines the formula for the distribution of funds to the Colleges and other District entities. Once these funds are distributed, the Colleges are given general autonomy for the expenditure of funds within the constraints of state and federal statute.

Fiscal Oversight (Assistant Chancellor of Business Services)

The District carries out the primary responsibility for administering policy and administrative regulations related to the expenditure of funds, and has full audit compliance responsibility for these expenditures to the Board of Trustees. Once a budget is defined and approved by the Board, the Colleges have autonomy in determining campus expenditure so that each can address its campus mission. The District retains the right of audit, and works with the campuses to ensure that revenue and expenditures will meet audit, accounting and fiscal requirements.
The District provides for purchasing, accounting, contract management, payroll, and insurance coverage. It also provides leadership and training in the implementation of campus-wide automated fiscal software programs.

Personnel Support (Vice Chancellor Human Resources)

The Board of Trustees has delegated most of the Human Resources responsibilities to the District administration. The functional responsibilities of Personnel Support include negotiations, contract management, hiring procedures, workers’ compensation, fringe benefits, and employee records. Policy development affecting personnel are coordinated through this office. Each campus and District entity has some responsibility for participating in hiring procedures, staff evaluation, and contract administration as it relates to supervisory responsibilities. Legal services related to personnel issues are coordinated through this Vice Chancellor.

Personnel Commission (Director of Personnel Commission)

The Merit System was enacted into law in 1935. It is a personnel system of rules and procedures, and is administered by the Personnel Commission. Through the Education Code, it provides statutory protection to classified employees against politically or personally motivated employment, promotion, discipline, or dismissal actions. The Personnel Commission prescribes, amends and interprets rules and regulations to ensure the efficiency of the classified service, conducts recruitment from all segments of society and advancement on the basis of relative ability, knowledge, and skill. It also provides for the selection and retention of classified employees upon a basis of merit and fitness. The Personnel Commission maintains a classification plan that groups positions into classes on the basis of duties and responsibilities. Personnel Commission members are appointed for three-year terms alternately by the Governing Board, the classified employees of the district, and the third by the first two members.

Facilities and Planning (Director of Facilities and Planning)

The District has the functional responsibility for all District facilities. It uses the collegial consultation process to provide constituent participation in the planning of any facilities. The Director of Facilities and Planning coordinates with the campus staff to address specific campus needs related to the planning, construction, maintenance of facilities, and annual completion of their Five Year Plans for construction and scheduled maintenance.

Centralized Computer Services and Support (Associate Vice Chancellor, Information Technology)

The District Information Technology Department provides all the support for administrative computing, the phone system, the District Web page, network and communications. The maintenance of computer equipment used in instructional labs is the responsibility of the campus.

Institute for Community and Professional Development (ICPD) (Vice Chancellor of Economic Development)

Economic Development is integral to the mission of the Ventura County Community College District. Through its ICPD, Ventura College serves as the lead college. The President of Ventura College has the added responsibility of serving as the District Vice Chancellor for Economic Development.

Within this mission is the responsibility for workforce development that addresses the economic needs of communities within our service area. Ventura College determined that the efforts to serve business, industry and government in meeting their needs for training of incumbent workers or providing for just-in-time employment would best be facilitated by a central service center. The ICPD was opened in September of 1999 to meet this need, and the Director of Community & Resource Development position was created.

Marketing and Public Relations (Director of Governmental and Public Affairs)

The District reestablished the position of Director of Governmental and Public Affairs. This service had been decentralized and needed to have some central coordination. The director works with a coordinating council that has representatives from the three colleges. This council defines those functions where cooperative marketing efforts will benefit the entities of the District. This activity also ensures that communications of all offerings of the District are communicated to the community. Each campus president has supervisory responsibility for the campus marketing person, and has autonomy to direct other campus marketing activities.

MEANS FOR EFFECTING DECISION-MAKING

Chancellor’s Cabinet

The Presidents, the Vice Chancellors, the Associate Vice Chancellors, the Director of Marketing, the Academic Senate Presidents, and the Chancellor make up the Chancellor’s Cabinet. This body reviews the Board agenda and general administrative issues.

District Executive Team (DET)

This leadership team is comprised of the Chancellor, Deputy Chancellor, Vice Chancellor of Human Resources, and the Presidents of Moorpark, Oxnard and Ventura Colleges. The DET is the senior management leadership team in the District and makes strategic decisions or recommendations as appropriate.

District Executive Team plus District Service Center Staff (DET/DSC)

This leadership team is comprised of the District Executive Team augmented with the following District Service Center (DSC) staff: Associate Vice Chancellors of Student Learning and Information Technology, Assistant Vice Chancellor of Human Resources, and the Assistant Vice Chancellor of Business and Fiscal Services. The DET/DSC is concerned primarily with putting strategic decision and Board policies into management operation.

District Administrative Team (DAT)

This leadership team is comprised of all district managers at the level of vice president or higher. The DAT replaces what previously was called the Executive Leadership Team. This team has as a standing agenda item a review of the agenda/outcomes of the District councils/committees during the preceding month.

District Management Team (DMT)

This leadership team is comprised of all academic and classified managers in the District. The purpose of this team is to work through strategic and operational management issues.

District Council on Student Learning (DCSL)

This shared governance council serves as the district-wide deliberative and recommending group for student learning issues related to: 1) educational planning and program development, 2) policies and procedures, 3) course and program review, and 4) federal and state compliance.

District Council on Administrative Services (DCAS)

This shared governance council serves as the district-wide deliberative and recommending group for the district’s fiscal affairs, including budget development.

District Council on Human Resources (DCHR)

This shared governance council serves as the district-wide deliberative and recommending group for personnel-related policies and procedures. Responsibilities include the establishment, review and modification of all procedures and processes related to hiring and evaluation. In addition, the DCHR has responsibility for reviewing district-wide statistics related to staff diversity. Staff Development is both a district and a college responsibility. The DCHR Staff Development responsibilities generally relate to procedural matters connected to the implementation of Board Policy. College Staff Development responsibilities relate to activities that meet campus professional development needs. Ventura College’s Institutional Staff Development Plan provides the framework for these activities.

District Council on Information Technology (DCIT)

This shared governance council serves as the district-wide deliberative and recommending group for information technology issues, policies and procedures.

Joint Council on Accreditation and Planning (JCAP)

This is not a shared governance council but rather an opportunity for those involved in accreditation and planning leadership throughout the district, as well as any other interested faculty, staff and managers, to participate in planning for the fall 2004 accreditation visits to the three Colleges. To ensure district-wide participation, Academic Senates, classified staff, management groups, planning teams, and other appropriate constituencies are also included.

Public Governing Board Meetings

The Ventura County Community College District Board of Trustees currently meets on the fourth Tuesday of each month. The Board is composed of five members elected from the community at large. Elections are held in November of odd years. The three Colleges within the VCCCD hold elections for a Student Trustee to serve on the Board for one year. The elections are conducted before May 15 of each year. Student trustees are given an advisory vote on Board items, but do not attend closed sessions.

The student trustee communicates Board decisions and information to the students at the three Colleges within the District. Members of the public and constituent groups of the District can speak to agenda items or present other topics. The Board establishes and reviews all Board Policies and performs other Board functions as requested by statute.

The next part of this document will provide a map by ACCJC Standard to identify functions that are assigned to the District and functions that are assigned to the Colleges. This should clarify the level of responsibility for the District and the Colleges for the visiting teams.

STANDARD ONE: INSTITUTIONAL MISSION

The Board of Trustees has the responsibility for establishing and reviewing the institutional mission of the District and its Colleges. Mission statements have been adopted by the Board of Trustees and are reviewed on a regular basis. The Ventura County Community College District is a multi-college district and works to establish autonomy for each College within the scope of statute and practical over-sight of institutional responsibilities.

Mission Statement

District – A mission statement has been approved for the District that is expanded beyond the mission statements for each College. The review of the District mission is the responsibility of the Chancellor through consultation. Discussion about District concerns is initiated through Chancellor’s Cabinet. The Board supports policy to adopt a separate mission statement for each College.

Colleges – The three Colleges develop their individual mission statement through consultation with the campus constituency and forward the final document to the Board of Trustees. The President of the College has the responsibility to coordinate, review, and forward changes to the District for Board adoption.

Institutional Planning

Colleges – The Colleges interpret and expand on the goals of the District and their own mission statements to define an Educational Master Plan for each institution. It is the intent of the Board that the Colleges will address their annual goals. The Colleges complete this process through the campus committee structure.

• Collegial Consultation Committees – Each campus establishes its own structure of consultation committees to ensure communications across the campus.
  
• College Educational Master Plan – A planning process is defined for each campus and it is intended that budget expenditures will emanate from this plan.
  
• Budget Planning Committee – This structure is different on each campus, but a process is developed to ensure that the constituencies have a voice in the budget expenditures on campus.
  
• Institutional Research – District Service Center currently provides limited research capabilities for College planning purposes. Most research is limited to district-wide reporting requirements.

STANDARD TWO: INSTITUTIONAL INTEGRITY

Academic Freedom

District – The District has adopted a policy on Academic Freedom that is consistent with the ACCJC Standards and faculty standards. The District maintains the policy and is responsible for processing complaints about the policy. Changes to the policy would be processed through the District’s Chancellor’s Cabinet.

Colleges – The Colleges have the first line responsibility for creating an open environment for academic freedom. The initial issues related to the policy start on the College campuses.
Publications

Colleges – The Colleges perform the responsibilities listed below:

• Developing College Publications – The primary publications addressing College programs are developed on each campus. The content and printing of the catalog and class schedule are a campus responsibility.
  
• Campus Public Relations – The marketing and public relations activities for the campus are a function of the President’s Office and are carried out by the campus Public Information Officer.

Review of Institutional Policy

District – The Board of Trustees has the major responsibility for the review of Institutional Policy contained in the Board Policy and Administrative Regulations. The administration carries out regular review of these policies and regulations through input from all constituents and community input. The District will process these changes through one or more of the groups listed below:

• Chancellor’s Cabinet
  
• President’s Cabinet
  
• Board of Trustees

Colleges – The Colleges may recommend policy or administrative regulation change or use one of the following committees or groups to participate in the development or review of policy:

• Campus Collegial Consultation
  
• Academic Senates
  
• Bargaining Units

STANDARD THREE: INSTITUTIONAL EFFECTIVENESS

The Board of Trustees has the responsibility to set the standards for institutional effectiveness for the District. This is accomplished through Board Policy to establish standards, and delegating the responsibility back to the campuses. Faculty has an important role in establishing academic standards and advising the Board regarding appropriate standards. The Board reviews progress toward institutional effectiveness as part of the annual planning process.

Institutional Research

District – The District is involved in institutional research in several ways:

• Managing Data System - The District coordinates the Data Information System and the software used to create student data, financial data, employee data, and other information needed to carry out research.
  
• Coordinating State Reports – The District coordinates all state reporting requirements and works with the campuses to ensure the accuracy of the reported data.
  
• Reporting to the Board of Trustees – The administration uses annual reports and data generated by the District Institutional Research Office to inform the Board about institutional effectiveness.

Colleges –Ventura College does not have an established institutional research position and relies on the District to provide needed information.

Institutional Planning

• Environmental Scan – Ventura College completed an environmental scan of the service area in the 1999-2000 fiscal year. This document will be used to establish College goals for the next three years before a new scan is conducted.
  
• District Facilities Master Plan – The District coordinates the completion of a District Facilities Master Plan. This is developed in consultation with the campuses, but is maintained by District Facilities. The plan is updated annually.
  
• Report to the Community on Goals – The Chancellor and the Director of Governmental and Public Affairs prepare a Report to the Community that identifies progress on the Goals established by the District. This information is shared with the Colleges and the community.

Colleges – The Colleges interpret and expand on the goals of the District and their own mission statements to define an Educational Master Plan for the institution. The Colleges complete this process through the campus committee structure.

• Collegial Consultation Committees - Each campus establishes its own structure of consultation committees to ensure communications across the campus.
  
• College Educational Master Plan – A planning process is defined for each campus and it is intended that budget expenditures will emanate from this plan.
  
• Budget Planning Committee – This structure is different on each campus, but a process is developed to ensure that the constituencies have a voice in the budget expenditures on campus.
  
• Institutional Research –

STANDARD FOUR: EDUCATIONAL PROGRAMS

The Board of Trustees has the responsibility for course and program approval for the offerings of the three Colleges. A decentralized model has been developed for instructional management where the campuses have the primary responsibility for instructional programs.
There are some District support systems in place to assist the Colleges in coordinating specific instructional activities in the service area. These activities include the following areas:

Course and Program Approval

District – The District coordinates a District Council on Student Learning (DCSL). That committee meets monthly. Most of the coordination to ensure consistency of course content among the three colleges is carried out by DCSL.

Colleges – The Colleges use the Campus Curriculum Committee to process course and program approval and to review instructional content. These committees are under the control of the Academic Senates of the campuses.

Vocational & Applied Technology Act (VATEA) Programs

District – The District coordinates the development of the annual plan and grant proposal to qualify for these categorical funds. Support is also given to completing the state and federal report and filing the claim.

Colleges – The Colleges have the responsibility for developing, managing, and evaluating the occupational program offerings. They assist the District personnel in the collection of data and filing of reports. Course and Program approval process are a campus responsibility.

Distance Education

District -

Colleges – Ventura College’s distance learning mission is to provide students the opportunity to access quality instruction any time, anywhere such access is desired, and to facilitate this barrier-free delivery of instruction through technology. The Distance Learning Coordinator reports to the College Vice President of Student Learning and guides the development, operation, and evaluation of distance learning. Responsibilities include:

• Support of College-wide course and program advertising and internal information dissemination
  
• Duplication and distribution of student materials
  
• Faculty and student technology support
  
• Coordination and support of staff development in distance learning
  
• Coordination of distance learning course and faculty evaluations
  
• A distance learning help desk
  
• Coordination of direct student contact
  
• Coordination with state, federal and international programs
  
• Coordination and support of inter-campus course and program development
  
• Facilitation of inter-campus course and program development

Economic Development – Ventura College was designated the district’s lead college. An existing facility located at the College was remodeled and designated to provide support for Economic Development activities in the Ventura County Community College District. The facility was named the Institute for Community and Professional Development (ICPD). As a result, the District centralized its Economic Development activities and designated the President of Ventura College as Vice Chancellor for Economic Development.

The majority of offerings of the ICPD are offered in the not-for-credit mode and the ICPD is self-supporting. One of the functions of the ICPD is to operate the California State Chancellor’s Office Alternate Text Production Center. In addition, the City of Ventura’s public access television studio is co-located at the ICPD.

District

• provide for coordination of Economic Development participation with the various agencies in the District service area,
  
• assist in identifying emerging industries and collaborative partnerships, and
  
• seek funding for Economic Development activities.

Colleges

• operate credit and noncredit programs that are identified as linking into Economic Development activities, and
  
• provide the workforce development offerings within the credit program that support employment needs of the community.

STANDARD FIVE: STUDENT SUPPORT AND DEVELOPMENT

The District has little direct involvement in student support and development. Necessary policy and administrative regulations are developed at the District and financial support is provided to the Colleges in the operation of financial aid and grants programs. The District provides for the central coordination and maintenance of the student data in the Management Information System.

Setting Policy on Student Support and Development

District – Policy and Administrative Regulations are initiated, monitored and reviewed using the Collegial Consultation committees of the District and the Colleges.

Colleges – The Colleges have the responsibility for implementing the policy and administrative regulations and participate in any review.

Financial Aid

District – The District Fiscal Services Office is responsible for coordinating student payments under the financial aid programs of the three colleges. In addition to providing for fiscal oversight, the District also coordinates the audit functions related to these programs.

Colleges – The Colleges manage the financial aid programs on the campus and have direct responsibility for the day-to-day operations and student service.

Student Records and Management Information Systems

District – The District provides for the central coordination of the student records and Management Information System. The District also coordinates the state-reporting element of this information.

Colleges – The Colleges have the responsibility to enter student data into the data system.

STANDARD SIX – INFORMATION AND LEARNING RESOURCES

District – The District has the following functions related to Information and Learning Resources:

• Management Information System - The Management Information System is operated by the District Information Technology Department. The District has the responsibility for maintaining the system, providing in-service, and maintaining licenses to operate the system.
  
• Maintaining the Network – Information Technology maintains the network system of the District.

Colleges – The Colleges carry out the day-to-day management of learning resources and systems, which interface with the instructional programs. The College functions include the following:

• operation and management of learning resources on the campus,
  
• maintenance of laboratory equipment related to instructional programs, and
  
• monitoring the learning setting of the Colleges.

STANDARD SEVEN: FACULTY AND STAFF

The District Board of Trustees has the responsibility for establishing policy and administrative regulations and delegates responsibility to manage policy to the administration. Specific District and College functions related to faculty and staff are listed below:

District

• Collective Bargaining – The District and the Board of Trustees have the primary responsibility for collective bargaining activities with the two units that represent employees. The Office of Human Resources manages these functions. The Vice Chancellor of Human Resources serves as the Chief Negotiator for the Board of Trustees. The District has the responsibility for providing leadership to the management of the collective bargaining agreements.
  
• Hiring Procedures – The policy, and management of the policy, is the responsibility of the District. All personnel records are maintained at the District, and the District has the responsibility for records management and Board actions related to personnel. This office also has responsibility for the development of the District Diversity Plan.
  
• Evaluation – The District is responsible for the contract language for evaluating unit members, works with the Colleges to resolve grievances, provides for employee discipline, and assists in terminations when necessary. The District maintains all records and handles litigation.
  
• Staff Development – The District has responsibility for identifying and coordinating the training of District employees. This training includes responsibility for training and staff development of management in the administration of the collective bargaining agreements.

Colleges

• Collective Bargaining – The Colleges have responsibility for providing on-campus contract compliance and assisting the Office of Human Resources in meeting the contract requirements. Generally, the first level of a grievance will be handled at the Colleges.
  
• Hiring Procedures – The Colleges are responsible for determining staffing needs, initiating the search through the District, and participating in the interview process with the assistance of the District. The hiring policy is approved by the Board of Trustees and provides for appropriate staff participation in the selection process.
  
• Evaluation – Evaluation schedules are determined by contract language, but the day-to-day management of staff evaluation falls to the academic and classified management within the District.
  
• Staff Development – The Colleges provide for staff development functions for the College personnel. The structure and funding of staff development are operated within the guidelines and resources provided by the state and the District for this purpose.

STANDARD EIGHT: PHYSICAL RESOURCES

The District has the responsibility for the development, maintenance and operation of all District facilities. These functions fall under the Director of Facilities and Planning and the specific functions coordinated by the District and the Colleges include the following:

District

• Maintaining Physical Facilities – The maintenance of contracts on facilities falls to the District, and this office will provide for the maintenance of all facilities that are not part of one of the three campuses. Assistance is given to the campuses where contract services are required.
  
• Scheduled Maintenance and Construction – The District coordinates scheduled maintenance with the campuses and the State Chancellor’s Office. New construction is defined in the District Facilities Master plan, and the District coordinates approved construction with the Chancellor’s Office and the Colleges.
  
• Planning for New Facilities – Planning for new facilities is coordinated by the District and is completed with the assistance of a facilities consultant. The Five-Year Facilities Master Plan is updated annually. Due to the passage of Measure S, the District is also coordinating bond activities to address facilities needs within the community.

Colleges

• Maintaining Physical Facilities – Each campus has the responsibility for supervising the maintenance needs of the campus. When contract services are needed to handle a maintenance problem, this is coordinated with the District.
  
• Scheduled Maintenance and Construction – Once the Board of Trustees or the State has approved new construction or scheduled maintenance, the campus administration will oversee the campus coordination of these activities.
  
• Planning for New Facilities – The District will use the collegial consultation process on the campuses to provide for campus input into the planning for new facilities. The planning process will continue until such time as construction of the project begins

STANDARD NINE: FINANCIAL RESOURCES

The Board of Trustees delegates budget development to the administration and the Deputy Chancellor provides the primary leadership. The Board retains its fiduciary responsibility for fiscal oversight. The District retains the management right to establish and maintain the budget. However, in the spirit of collegial consultation, the process for budget development is established in a collaborative manner. The District, under the authority of the Board of Trustees, determines the formula for the distribution of funds to the Colleges and other District entities. Once these funds are distributed, the Colleges are given autonomy for the expenditure of funds within the constraints of state and federal statute. The specific functions carried out by the District and the Colleges are listed below.

District

Financial Planning – The District manages the process of fiscal planning and provides for the policy, administrative regulations and the formula for funding distribution. The District Council for Administrative Services (DCAS) provides for the collegial consultation regarding the process for budget development and management.

• Management Information System – The administrative Management Information System is a District responsibility, and the District coordinates all fiscal reporting.
  
• Internal and External Audit Procedures – The District manages all audit functions of the District programs and services. There is an annual audit completed by an external audit firm.
  
• Financial Stability – Fiscal stability is the responsibility of the Board of Trustees. The Board delegates this function to the Chancellor and the Deputy Chancellor. All required reports to carry out this function are included in the monthly Board meeting agenda.

Colleges

Financial Planning – The Colleges are provided with the autonomy to develop the College budget once the formula for funding distribution has been determined for a specific year. The campuses complete their budget planning process based on their missions, goals and program review procedures. The internal process for completing this function may vary among the three colleges.

• Management Information System – While the District has responsibility for maintaining the MIS database, the Colleges have responsibility for data input related to college operation.
  
• Internal and External Audit Procedures – Each College has responsibility for maintenance of campus records and support of the audit process.
  
• Financial Stability – The College Presidents carry out the responsibility of oversight of the campus budget and assisting the District to ensure financial stability.

STANDARD TEN: GOVERNANCE AND ADMINISTRATION

The Board of Trustees is responsible for adopting policies and administrative regulations that govern all activities related to conducting the business of the District and its Colleges. The Board invites thorough review of policies and regulations and considers the advice of whatever constituencies or individuals offer such. For policies and regulations that affect academic and professional matters, the Board relies primarily on the advices of the Academic Senates. On matters defined as within the scope of bargaining interests, the Board follows the requirements and conventions of negotiations. The general public may comment on any policy consideration before the Board at public Board meetings. Specific functions related to governance and administration for the District and the Colleges are listed below:

District

• Governing Board – All functions and responsibilities related to policy setting, quality of the educational program and fiscal responsibilities belong to the Board of Trustees. The Board has delegated the management of these functions to the Chancellor and the administration. The Board of Trustees provides for Collegial Consultation in carrying out these functions.
  
• Institutional Planning – The Board of Trustees has the responsibility for setting the direction of College programs and offerings. Support is given to institutional planning.
  
• Resource Allocation – The District administration is delegated the authority to establish resource allocations to the campuses by the Board of Trustees. The District Council for Administrative Services (DCAS) provides for collegial consultation in reviewing the process for establishing resource allocation to the campuses.
  
• Operational Responsibilities – The Board of Trustees has delegated the determination for operational responsibilities to the Chancellor. The delegation of operational responsibilities has been enumerated in the previous portion of this mapping document.

Colleges

• Campus Governance Process – The College has a responsibility to establish the collegial consultation process and committee structure that will be used on the campus. This structure is used to coordinate District policy setting within the campuses. The structure for collegial consultation on the campus will be identified in the College self-study.
  
• Institutional Planning – The College has a specific role in institutional strategic planning as it relates to the missions and goals of the College. This is carried out through program review, budget planning and other activities that measure student accomplishment and assist the campus in setting its direction for the future.
  
• Resource Allocation – The Colleges have local autonomy to manage the campus budget once the allocation formula has been determined. A campus Budget Committee or a Program Review Process is used that links the budget expenditures to the missions and goals of the College.
  
• Operational Responsibilities – The Board of Trustees has delegated the determination for operational responsibilities to the Chancellor. The delegation of operational responsibilities has been enumerated in the previous portion of this mapping document.