contra costa community college district district ...jun 14, 2016 · • dgc membership roster for...

CONTRA COSTA COMMUNITY COLLEGE DISTRICT

District Governance Council Tuesday, June 14, 2016

1:00 p.m., District Office Boardroom

Nakari Syon, Presiding

Agenda

I. Standing Items

A. Call to Order

B. Identification of speakers

C. Adoption of Agenda

D. Approval of Minutes (May 17, 2016)

E. Public Comment

(This time is reserved for members of the public to address the District Governance Council)

F. Reports from Constituency Groups (2 minutes each)

G. DGC Chair report 1. Introduction of new members 2. Membership Roster for 2015-16

H. Chancellor’s Report

1. Employee Morale Survey

I. Review of May 25, 2016, Governing Board Agenda

II. Carried-Over and New Items

A. Business Policy and Procedure Jonah Nicholas – 1st Read

Number Title Action Requested

BP 1020

Conflict of Interest

Revise

Bus. 20.01

Parking and Traffic Regulations

Revise

Bus. 21.02

Audit Process – Conducting Internal Audits

Revise

Board Policy Jonah Nicholas – 1st Read


BP 5034

Internal Audit Services - Charter

Revise

Student Services Procedures Sally Montemayor - Lenz – 3rd Read


SS 3003

Smoking on College Premises

Revise

II. Adjournment

III. Next Meeting (Tuesday July 19, 2016, 1:00 p.m.)

CONTRA COSTA COMMUNITY COLLEGE DISTRICT District Governance Council Minutes

Regular Meeting on May 17, 2016 1:00 p.m.

District Office, Board Room

Nakari Syon, Presiding

In Attendance Classified: Lesley Agostino, Greg Evilsizer (Speaker), Erika Greene, Maritza Guerrero,

Scott Heiden, Linda Kohler, Georgette Stewart, Mike West

Faculty: Silvester Henderson (Speaker), Beth McBrien

Managers: Bill Foster (Speaker), Donna Floyd (for Catherine Frost), Eva Jennings

Students: Nakari Syon (Chair)

Guests

District Office: Helen Benjamin, Andrew Jones, Gene Huff, Sally Montemayor Lenz, Jonah Nicholas, Dio Shipp, Ines Zildic (for Ray Pyle)

Absent

Classified:

Faculty: Glenn Appell, Beth Goehring, Donna Wapner

Managers: Stephanie Alves, Catherine Frost, Russ Holt

Students: Yui Koda, Darren Meeks, Taylor Odom, Verma Namita, Francis Sanson

Note Taker Erin Davis

DGC Minutes Regular Meeting on Tuesday, May 17, 2016

Agenda Item Discussion and Outcome I. Standing Items

• Call to Order • Called to order at 1:01 p.m.

• Identification of speakers: o Classified Speaker – Greg Evilsizer o Faculty Speaker – Silvester Henderson o Management Speaker – Bill Foster o No student speaker present

• Adoption of the Agenda

• Motion to approve agenda as written was passed unanimously: o Classified Speaker – Greg Evilsizer o Faculty Speaker – Silvester Henderson o Management Speaker – Bill Foster

o No student speaker present • Approval of

Minutes — April 19, 2016

• Motion to approve April 19, 2016 minutes was passed unanimously o Classified Speaker – Greg Evilsizer o Faculty Speaker – Silvester Henderson o Management Speaker – Bill Foster o No student speaker present

• Public Comments

No public comments

Reports Agenda Item Discussion and Outcome

• Reports from Constituency Groups (2 minutes each)

• Classified: o Job Links is happening at DVC on June 2, 2016. So far, responses have been

positive and classified staff are looking forward to the event. • Faculty:

o FSCC has met and discussed several items for next year. Faculty also received an interesting presentation from Brandman University that discussed alternative approaches to obtaining Bachelor’s degrees.

• Managers: o No report.

• Students: o No report.

• DGC Chair’s Report

• Introduction of new members o No new members.

• DGC Membership Roster for 2016 – 2017 o DGC constituency groups will submit their membership rosters at the next

meeting. • DGC Deadlines and Meeting Dates for 2016-2017

o DGC reviewed the calendar of 2016-17 meeting dates. o DGC discussed whether the January 17th meeting should be pushed back to

January 24th due to flex week. DGC decided to keep the January date and revisit it in December. The calendar of meeting dates were approved.

• Chancellor’s Report

• Chancellor’s Report: o The Chancellor thanked DGC for their hard work throughout the year. She also

thanked the music and drama faculty for their work during this celebratory season. Graduation is May 27th for all of the colleges.

• Review of Wednesday, May 25, 2016, Governing Board Agenda: o The regular meeting will begin with special reports on the Convocation on

Innovation projects and the Chancellor search process.

o The following agenda items were highlighted: 83A, the EEO Plan is back for a second read; On the General Agenda, Item B., the Board will hear recommendations on actions to respond to the employee morale survey results. The recommendation will be to form a districtwide oversight committee to work on some initiatives. The morale survey report can be reviewed on the Board Agenda website; Item C. is the task force recommendation to continue with an implementation team consisting of countywide organizations; Item D. is a report outlining the work accomplished by the Diversity & Inclusion Office; Item E. is a standard report listing districtwide professional development opportunities and participation numbers; Item F. is a report reviewing expenditures on districtwide professional development activities; Item G. is information related to AB288.

Additional Reports

II. Carried-Over and New Items

Agenda Item Discussion and Outcome Presenter Item Topic Discussion and Outcome

Benjamin BP1008 Governing Board Term of

Office, Absences,

Wards, and Election

Regulations

• Motion to approve BP1008 passed unanimously: o Greg Evilsizer, Classified Speaker: yea o Silvester Henderson, Faculty Speaker: yea o Bill Foster, Management Speaker: yea o No student speaker present

• BP1008 passed on the 1st read


Shipp HR1050.14 Temporary Modified

Work Duty Assignments for Industrial

Injury or Illness

• Motion to approve HR1050.14 passed unanimously: o Greg Evilsizer, Classified Speaker: yea o Silvester Henderson, Faculty Speaker: yea o Bill Foster, Management Speaker: yea o No student speaker present

• HR1050.14 passed on the 2nd read


Montemayor Lenz

SS 3003

Smoking on College Premises

• DGC will discuss this procedure with their constituencies and bring it back to the next meeting.

• SS3003 will return for a 3rd read

SS 3010

Disabled Student Programs and Services

• Motion to approve SS3010 passed unanimously: o Greg Evilsizer, Classified Speaker: yea o Silvester Henderson, Faculty Speaker: yea o Bill Foster, Management Speaker: yea o No student speaker present

• SS3010 passed on the 2nd read

SS 3016 Transfer Center



SS 3018 Associated Student


Organization Finance


SS 3023

Financial Aid



• DGC Bylaws • DGC Chair for 2016-17 will be classified representative, Greg Evilsizer. • No changes were made to the bylaws.

• Motion to approve no changes to DGC Bylaws passed unanimously:

o Greg Evilsizer, Classified Speaker: yea o Silvester Henderson, Faculty Speaker: yea o Bill Foster, Management Speaker: yea o No student speaker present

III. Adjournment Meeting adjourned at 2:21 p.m.

IV. Next Meeting Tuesday June 14, 2016

College District

2015 Employee Morale and Social Climate Survey

Executive Summary

OBJECTIVES & METHODOLOGY

SURVEY OBJECTIVES

The 2015 Employee Morale and Social Climate Survey objectives are as follows:

• Establish a baseline measurement across Contra Costa Community College District related to

employee engagement

• Provide the District with a clear understanding of the social climate Districtwide as well as at each

location

• Assess employee engagement and identify drivers of engagement for the organization

• Differentiate between elements that create “noise”/dissatisfaction vs. drivers of engagement

• Assess strengths and vulnerabilities across locations and various employee populations

• Provide actionable and focused results

SURVEY METHOLOGY

The survey methodology can be summarized by the following:

• One questionnaire was deployed to all 2,126 employees online from October 12 to October 23

• Survey items are on a 5-point scale (5 being Strongly Agree)

• Percent favorable is a percent of responses that are a 4 or 5 (Agree and Strongly Agree)

• The higher the reported Agree Score, the more favorable the result

• Minimum of 5 respondents required for each group to be included in reporting

• All survey responses are confidential

• Benchmark scores represents an all industry benchmark across US based organizations

• Focus groups were conducted on November 10 and November 12 to further identify areas of

concern and recommendations for improvement

• Four focus groups were facilitated at the following locations and included Full-time faculty, Part-

time faculty, Classified, Manager, Supervisor, and Confidential participants with varying levels of

tenure and backgrounds:

• Los Medanos College - 11 participants

• The District Office - 8 participants

• Diablo Valley College - 12 participants

• Contra Costa College - 8 participants

EMPLOYEE ENGAGEMENT

Employee Engagement is the extent to which employees are motivated to contribute to business success,

and are willing to apply discretionary effort to accomplishing tasks important to the achievement of

business goals.

Numerous studies have demonstrated that an engaged workforce can have a significant effect on financial

and operational results. Businesses with highly engaged employees see higher customer satisfaction, have

lower turnover rates, and outperform businesses with lower levels of employee engagement.

To help organizations use employee engagement to drive business goals, PwC has created the Employee

Engagement Index (EEI). Employee engagement is measured by asking employees the extent to which

they agree with the following items:

• Advocacy – I would recommend the District to friends and family as a great place to work.

• Commitment – I intend to stay with the District for another 12 months.

• Discretionary Effort – My colleagues are willing to go beyond what is expected for the success

of the District.

• Pride – I am proud to work for the District.

• Achievement – I understand how my job contributes to the success of the District.

• Alignment – My colleagues are passionate about providing an exceptional student experience.

PwC also measures other dimensions of the employee experience. In this way, we determine the top

drivers of engagement unique to your environment. These survey dimensions for the Employee Morale

and Social Climate Survey are as follows:

• District Leadership

• College Leadership

• District Office Leadership

• Department Leadership

• Immediate Supervision

• Work Environment

• My Job

• Career Development & Performance Management

• Training

• Pay & Benefits

KEY FINDINGS

SUMMARY

The 2015 Employee Morale and Social Climate Survey revealed that the District has achieved very positive

results for employee engagement and overall organizational health. This is specifically demonstrated

through strong and over benchmark results for employee engagement, employee commitment, and high

percentage of employees classified as Champions, those employees with high engagement and high intent

to stay. Further, these strengths are reflected by strong scores across campuses with each above the

benchmark for all three of these key indicators, indicating consistent high levels of employee engagement

throughout Contra Costa Community College District.

EMPLOYEE ENGAGEMENT

The District has received a positive employee engagement index score of 4.15, surpassing the benchmark

at 3.88, indicating that the organization has achieved a strong level of engagement among employees.

This is further illustrated through the high percent favorable scores (percent selecting “Strongly Agree” or

“Agree”) across the advocacy, discretionary effort, achievement, and alignment survey questions:

• I would recommend the District to friends and family as a great place to work.

• 74% favorable

• My colleagues are willing to go beyond what is expected for the success of the District.

• 71% favorable

• I am proud to work for the District.

• 81% favorable

• I understand how my job contributes to the success of the District.

• 91% favorable

• My colleagues are passionate about providing an exceptional student experience.

• 77% favorable

INTENT TO STAY

The District has also received a positive score for commitment, surpassing the benchmark by 7 percentage

points.

• I intend to stay with the District for another 12 months.

• 87% favorable

EMPLOYEE LANDSCAPE

As a result of strong levels of engagement coupled with a very committed employee population, the

District has an exceptional percentage of its workforce considered Champions. Champions are

energized and motivated to perform for their company and demonstrate a high desire to remain at the

company. Previous research at PwC has shown Champions to have a strong identification with the

organization’s objectives, a sense of loyalty to the organization, and a willingness to cooperate with and

help motivate colleagues. Typically, when people think of a highly engaged employee, they tend to think of

Champions.

At the District, 61% of employees are categorized as Champions (high engagement/high commitment),

over the benchmark of 51%. This is a very healthy score – for any industry.

26% of employees are categorized as Captives (low engagement/high commitment). Captives show

lower levels of engagement, with less energy and motivation in their current roles, but have a stronger

desire to stay with the organization. These individuals often create the biggest risk within organizations

because they’re not planning to go anywhere, but they aren’t necessarily driven to make a real

contribution. This creates a drag on the organization’s ability to produce and perform. Yet, these

individuals also may be most easily converted to Champions through job change, shift in company

messaging, or more effective management.

While the District’s Captive population is in line with the benchmark (at 26%), we do see the percentage of

Captives in most other public sector organizations to be significantly higher, again supporting the

District’s overall organizational health.

11% of employees are categorized as Disconnected (low engagement/low commitment), well below the

benchmark of 20%. This is a very healthy score and is line with high performing organizations.

Disconnected employees are not motivated to contribute, nor are they particularly committed to staying.

Unless you have a large proportion of key roles and top talent that are disconnected, the best strategy is

often to help find ways for these people to exit the organization, although it’s likely that they’re actively

doing so on their own. The Disconnected can also increase if the company is going through a lot of change

that people are not necessarily on board with (or understand the reason for) or there is a known area with

a problematic manager or leader.

5% of employees are categorized as Tenants (high engagement/low commitment), over the benchmark

of 3%. Tenants are energized and motivated, but unlike Champions, they are less committed to staying.

While a number of factors may influence a Tenant’s lack of commitment, this is often ascribed to early

career stage or uncertainty about where one’s future may fit with the company. They will put forth effort

to deliver, but are likely to leave when they’re ready to take their next career step. Tenants aren’t

necessarily bad for the organization; they bring energy and focus, but they may require additional

direction to help stay on track.

DRIVER MATRIX

In addition to receiving positive results for the aforementioned areas, the survey also reveals strong scores

for several survey items driving the high levels of employee engagement at the District. These areas

should be preserved to maintain strong work environment at the District.

Areas to preserve include:

• We are committed to providing high quality education.

• 84% favorable

• My department leadership has a sincere interest in the well-being of employees.

• 71% favorable

• People in my department work well together.

• 70% favorable

• My department leadership regularly communicates appropriate information.

• 70% favorable

• I am confident my department leadership is trustworthy.

• 73% favorable

• My department leadership has communicated a clear vision for our department's future success.

• 64% favorable

• My immediate supervisor clearly communicates his/her expectations of me.

• 61% favorable

• My colleagues treat everyone with dignity and respect.

• 69% favorable

• I have effective two-way communication with my immediate supervisor.

• 70% favorable

APPENDIX

Employee Engagement Philosophy

HOW PWC DEFINES EMPLOYEE ENGAGEMENT

PwC defines employee engagement within its survey through a set of six proprietary items describing the

attributes of engaged employees that, when grouped together, comprise an Employee Engagement Index

(EEI). As it relates specifically to our employee engagement capabilities, PwC's methodology provides a

framework and statistical model for measuring employee engagement. We have established a

comprehensive, longitudinal review of what employees "say" and how that translates into how they

"behave" and this in turn is how we define "employee engagement." In other words, are employees who

consistently say they are willing to recommend their company, passionate about serving customers,

committed, aligned to business goals, more productive, causing fewer errors and preserving margins than

the rest of the workforce? PwC’s model measures engagement via survey by assessing six proprietary

dimensions of how employees view the workplace:

HOW PWC APPROACHES EMPLOYEE ENGAGEMENT

Measuring the state of engagement is just the critical first step in PwC's model. While the attributes that

define engaged employees remain constant – Advocacy, Commitment, Effort, Pride, Achievement,

Alignment – PwC's model is predicated upon the reality that, just as every organization is unique, so too

are the factors that can influence employee engagement. Thus, our model is built to also measure the

factors, or dimensions, of the employee experience and determines the top drivers of engagement unique

to your environment(s). It is in this way that we are able to identify for our clients which factors are most

important to focus on in order to improve engagement and business performance. An example of the type

of dimensions included within PwC's Employee Engagement survey structure is shown below:

Business Policy and Procedures

Jonah Nicholas – 1st Read


BP1020 Conflict of Interest Revise

Bus. 20.01 Parking and Traffic Regulations Revise

Bus. 21.02 Audit Process – Conducting Internal Audits New

Contra Costa Community College District Board Policy 1020

CONFLICT OF INTEREST The Contra Costa Community College District (District) is committed to avoiding conflicts of interest by Governing Board members and designated District employees as noted in the related administrative procedure. To that end, the District hereby adopts this Conflict of Interest policy. Adoption of Fair Political Practices Commission Regulation 18730 The Political Reform Act, codified at Government Code (GC) Section 81000, et seq., requires local government agencies to adopt and promulgate a conflict of interest code. The Fair Political Practices Commission (FPPC) has adopted a regulation (2 California Code of Regulations 18730) which contains the terms of a FPPC-approved conflict of interest code. The terms of Regulation 18730 and any amendments to it are hereby incorporated by this reference into this policy. Filing of Disclosure Statements Financial disclosure statements (e.g., Form 700) shall be filed by Governing Board members and designated District employees upon assumption of office, on an annual basis thereafter, and upon leaving office in accordance with Regulation 18730 Section 5. Disqualifying Financial Conflicts No Governing Board member or designated District employee shall make, participate in making or in any way use or attempt to use his/her official position to influence a governmental decision in which s/he knows or has reason to know that s/he has a disqualifying conflict of interest. (GC 87100, Regulation 18730 Section 9) Limits on Receipt of Gifts Governing Board members and designated District employees shall not accept from any single source in any calendar year any gifts valued in excess of the prevailing gift limitation specified by law. (GC 89503, Regulation 18730 Section 8.1) The FPPC has found that the above limitation on receipt of gifts does not apply to certain types of gifts; these exceptions are specified by regulation on the FPPC website. No Receipt of Honoraria Governing Board members and designated District employees shall not accept any honorarium, which is defined as any payment made in consideration for any speech given, article published, or attendance at any public or private gathering. (GC 89501, 89502, Regulation 18730 Section 8) The term “honorarium” does not include any honorarium that is not used and, within 30 days after receipt, is either returned to the donor or delivered to the District for donation to the general fund without being claimed as a deduction for income tax purposes. Limits on Loans to Public Officials This policy limits the types of loans that may be received by public officials. These limits are set forth in Regulation 18730 Section 8.2. No Financial Interest in Contracts No District official Governing Board members and District employees shall not be financially interested in any contract made by the Governing Board in their official capacity, or in any body or board of which they are members. (GC 1090)

(over)

Board Policy 1020 -2-

A Governing Board member shall not be considered to have a financial interest in a contract if the interest is limited to those interests defined as “remote” pursuant to GC 1091, or is limited to those interests defined by GC 1091.5. A Governing Board member who has a “remote” interest in any contract considered by the Governing Board shall disclose that interest during a Governing Board meeting and have the disclosure noted in the official Governing Board minutes at the first meeting following the discovery of the conflict. The abstaining Governing Board member shall not vote or debate or otherwise participate or attempt to influence any other Governing Board member or District employee(s) regarding the matter. No Incompatible Activities or Office Governing Board members and District employees shall not engage in any employment or activity that is inconsistent with, incompatible with, in conflict with, or inimical to their duties as Governing Board members or as an officer of the District. A Governing Board member shall not simultaneously hold two public offices that are incompatible. (GC 1099, 1126) Limits on Appearances before the Board Elected officials and the Chancellor shall not, for a period of one year after leaving his/her position, act as an agent or attorney for, or otherwise represent for compensation, any person appearing before the Governing Board. (GC 87406.3) Assistance from FPPC and Counsel The FPPC provides advice regarding the Political Reform Act requirements. Officials with questions are encouraged to consult with the FPPC. Contact information is located on the FPPC website. In addition, in accordance with applicable Board policies, Governing Board members are encouraged to seek counsel from the District’s legal advisor in any instance where a question arises regarding a potential conflict of interest. No Employment Allowed An employee of the District may not be sworn in as an elected or appointed member of the Governing Board unless and until he/she resigns as an employee. If the employee does not resign, the employment will automatically terminate upon being sworn into office. This provision does not apply to an individual who is usually employed in an occupation other than teaching and who also is, at the time of election to the Governing Board, employed part time by the District to teach no more than one course per semester or quarter in the subject matter of that individual’s occupation (Education Code Section 72103(b)). Violations Violations of the conflict of interest rules, including this policy, may subject the violator to civil and/or criminal penalties.

Government Code 1090, 1091, 1091.5, 1099, 1126, 81000, et seq., 81008, 87100, 87103, 87406.3, 89501, 89502, 89503

2 California Code of Regulations 18730 and 18730 Sections 5, 8, 8.1, 8.2, 9

Historical Annotation: Related Procedures: Adopted 7/24/13 Administrative Procedure 1020.01 Human Resources Procedure 1020.03

Contra Costa Community College District Business Procedure 20.01

PARKING AND TRAFFIC REGULATIONS The District provides facilities for vehicles for the sole purpose of conducting college business. The District assumes no liability for damage or loss to private vehicles, their occupants or contents while on college property. Parking and use of vehicles on campus in violation of regulations is prohibited. Drivers who require vehicles on campus in order to conduct business related to the college may obtain temporary permits from Campus Police. (Any vehicle in violation of these regulations may be issued a parking citation.)

a. General

Driver Responsibility A motor vehicle possessed or maintained by a faculty or staff member may not be parked in reserved Faculty or Staff lots until the appropriate decal has been properly affixed. Faculty and staff must park in Faculty/Staff designated areas unless permission to park in other areas is obtained from College President. (Students may not use parking lots reserved for Faculty/Staff.)

Temporary Regulations/Instructions Occasionally special short-term conditions arise that may require suspending a portion of these regulations, or may require additional temporary regulations and/or instructions. The Chief of District Police Services or Campus Lieutenant of Police Services is authorized to institute temporary changes as circumstances require. Citations will be issued to persons violating any temporary signs, barricades or markings.

b. Eligibility

Students All students who have paid the required fee are eligible for first-come, first-served parking in general parking lots.

Staff All full-time and part-time staff are eligible for parking in specific assigned areas. The term "staff" does not include tutors or student assistants, but applies only to contract employees of the Contra Costa Community College District. (Current Staff decals will be honored on all District campuses and properties.) This eligibility does not extend to family members and friends of faculty and staff.

Temporary Parking for Staff In order for staff to park a vehicle on campus which does not have a parking decal, a temporary parking permit must be obtained at the Campus Police Services Office and placed on the dashboard of the car. In lieu of this procedure, staff must pay for a one-day permit, obtainable as they enter the campus. One-Day Parking If Management is inviting special guests on college business, visitor permits should be obtained, in advance, from Campus Police Services Office and mailed or otherwise provided to the guests. Except as provided above, visitors must pay a fee per day established by the Governing Board and published in the college catalogues to park on campus. Visitors must park in approved areas and comply with all parking regulations.

Business Procedure 20.01 -2-

1. PROCEDURES a. Fees

Who Must Pay All persons parking on campus must pay fees as prescribed by the Governing Board unless specifically exempt by Board order. The Board, as part of an agreement with employee organizations, has exempted faculty, staff and managers from parking fees. This agreement extends only to the individual employee and not to family members or friends. Abuse of this agreement could result in the loss of faculty/staff parking privileges.

Fee Schedule The parking fee schedules are established by the Governing Board and published in the college catalogues.

Student Parking Permits (Decals) Student parking permits (decals) are issued mailed when the fee is paid at the designated campus office or purchased online. Any decal obtained through misrepresentation or in violation of this regulation is void. Staff decals are issued at the office of Campus Police Services.

Placement of Parking Permit (Decals) Decals will be placed on the lower front windshield, passenger’s side or on the lower rear window, driver’s side. Portable permits must be hung on rear view mirror, decal facing front of vehicle.

Portable Student Parking Permit A portable carrier is available for a fee at designated campus office. This carrier with proper parking permit (decal) properly affixed may be transferred from vehicle to vehicle as needed. This carrier must be hung in designated place in accordance with District Parking Regulations.

Summer Session Parking During the summer intercession the semester permit for the preceding spring or succeeding fall is not valid. A summer permit must be purchased.

b. Parking

Where to Park General parking areas are open to all students and visitors on a first-come, first-served basis. All motorcycles, mopeds and other motor-driven cycles must park in specially designated areas within the general parking lots. Improper Parking The assignment of a parking decal to a vehicle is not a guarantee of a parking space. It is the responsibility of the vehicle operator to find an approved space for his/her vehicle. All drivers are cautioned that the college, having marked approved spaces, is under no obligation to mark all areas where parking is prohibited.


2. ENFORCEMENT AND CONTROL

a. General In accordance with the California Education Code, the Governing Board of the Contra

Costa Community College District is authorized to promulgate rules and regulations for the safety and welfare of students, employees and property. Summary of Parking Regulations (1) Illegal Parking

(a) Parking where prohibited by signs or markings. (b) Parking in an area not designated as a proper parking area (sidewalks,

grass, construction areas, traffic island, etc.). (c) Blocking crosswalk, sidewalk, or wheelchair ramp. (d) Failure to park within the lines of a designated space. (e) Parking with parking decal improperly displayed or altered. (f) Parking in a reserved zone. (g) Blocking a driving lane. (h) Parking in a lot without a current decal for that lot. (i) Parking by a fire plug. (j) Parking illegally in a wheelchair space. (k) Parking illegally in an assigned space. (l) Failure to park in areas designated for motorcycles, bicycles, mopeds or

other motor-driven cycles.

(2) Moving Violations (a) Exceeding the posted speed limits on open campus roadways, or in

excess of 10 mph within designated parking facilities. (b) Failure to stop at arterial stop signs or observe "Yield" signs. (c) Operating motor vehicle in a prohibited direction on a one-way street. (d) Failure to yield right-of-way to pedestrians. (e) Driving on sidewalks (except for authorized service vehicles or vehicles

with specific authorization by Cam pus Police.). (f) Unlawful driving as defined by the California Vehicle Code. (g) Operating a motorcycle, motor-driven cycle, or motorized bicycle on a

sidewalk without a permit, or in any area other than a regular roadway.

(3) Additional Violations (a) Altering, damaging, or moving college traffic signs, markings, or signal

devices. (b) Failure to obey proper traffic requests or directions of Campus Police

Officers. (c) Improper classification of one's vehicle as regulated in Section 2, Part B. (d) Failure to observe temporary parking, or route and detour signs as

approved by the Campus Police Chief.

b. Enforcement

Citations All vehicles, operated or parked in violation of these regulations, shall be cited with a Municipal Court citation. Violators shall receive citations answerable in Municipal Court, under authority of Section 21113-a, California Vehicle Code. If mitigating circumstances exist regarding the citation, the recipient should contact the Campus Police Lieutenant


immediately and explain the circumstances. All citations are forwarded to the court within twenty-four (24) hours following date of issuance. All citations fall within the jurisdiction of the court after they are forwarded and are subject to appeal only through the court. A court appearance may be requested by contacting the Municipal Court indicated on the citation. The base citation rate is established by the Governing Board.

Impound of Vehicles, Towaway Zones, Overnight Parking (1) The District reserves the right to have impounded any vehicle which is parked in

a manner dangerous to vehicular or pedestrian traffic, or in violation of campus parking regulations. The vehicle owner shall bear all costs involved in such vehicle removal and storage. To determine if a vehicle has been towed, call Campus Police at the respective campus.

(2) Parking a vehicle on campus overnight, or at any time for the purpose of storage

or repairing such vehicle (except for emergency repairs) is prohibited, unless a permit is obtained, in advance, from Campus Police.

(3) Parking of motor homes, trailers, boats, or any vehicle on campus for purpose of

habitation or storage is prohibited. Vehicles in violation of these regulations will be towed and stored at the owner/operator's expense.

c. Parking Fee Refund

Refunds are made only to the person paying the fee and if the following conditions are met:

(1) Applicants must show a valid Cashier's receipt for the parking fee.

(2) All classes for which student was registered are canceled or dropped within the

first 10 days of the semester, or the student was sold a permit which is not needed, such as for a Saturday class.

(3) Remnants of parking sticker is returned.

d. Time Restrictions

A valid parking permit will be required 24 hours a day Monday through Thursday and from 12:00 midnight through 5:00 p.m. on Friday. All other parking and traffic regulations will be enforced 24 hours a day, 7 days a week.

3. ROLLER/INLINE SKATES AND SKATEBOARDS

a. General It shall be unlawful for any person upon roller skates, inline skates, skateboard, coaster, hoverboard, toy vehicle or similar device to go upon any roadway, or upon any sidewalk or paved surface or upon any facilities owned or operated by the Contra Costa Community College District.

(1) UNLESS: The activity is a regularly conducted class supervised by a

credentialed instructor.


b. Enforcement Any person found to be coasting or riding roller skates, inline skates, skateboards, coasters, toy vehicle or similar device will be in violation of California Vehicle Code Section 21113(f) and shall/may be subject to a citation.

4. BICYCLES

a. Parking, Storage and Placement of Bicycles (1) Bicycles shall be parked or stored in bicycle racks located on each campus. (2) No person shall park, store, or leave a bicycle is such a manner as to cause said

bicycle to block or otherwise impede any entrance or exit from any building on the District property. (a) Bicycles shall not be parked, stored, or left within six (6) feet of any

entrance or exit of a building unless a bike rack or parking device or marked bicycle spaces are provided within that distance.

(b) Bicycles shall not be parked, stored, or left on any building access or egress ramp.

(3) No person shall store, park, or leave any bicycle inside the doors of any building.

Bicycles inside of buildings constitute a safety hazard and shall be removed and impounded by the District Police Department.

(4) Bicycles shall not be parked, stored, or left standing so as to block or impede the

normal flow of traffic on any highway, roadway, street, alley, sidewalk, parking area, or pathway. They will not impede the normal movement of handicapped persons or pedestrians upon curb outs. They will not be adjacent to curbing or cement that is painted red.

(5) Bicycles shall not be parked, stored, or left on any lawn or landscaped area

except in those areas designated as a bicycle parking area by the presence of racks or other parking devices or signs indicating the area as a bicycle parking area.

(6) Bicycles will not be locked or attached to any handrail, tree, shrubbery, door, sign

post, telephone pole, lamp post, or other object not maintained or designed for the purpose of securing bicycles.

b. Riding of Bicycles

(1) Bicycles shall not be ridden on any athletic field, tennis court, lawn or landscaped area.

(2) Bicycles shall not be ridden on any pathway or walkway in violation of posted signs or markings.

c. Enforcement

Citations Any person found to be riding a bicycle and is in violation of any California Vehicle Code section governing the operation of bicycles shall/may be subject to a citation.


Removal of Securing Mechanism and Impound of Bicycles (1) Whenever any bicycle is found in violation of this article, any District Police

Officer or District Police employee authorized by the Chief of Police or his representative, may remove the securing mechanism using whatever reasonable measures are necessary to impound the bicycle. Employees so authorized to remove a bicycle in this manner shall not be liable to the owner of the securing device or the owner of the bicycle for the cost of the repair or replacement of securing device.

(2) Any District Police Officer or District representative authorized by the Chief of

Police or his representative, may remove, relocate, or impound any bicycle which: (a) Blocks or otherwise impedes the normal entrance to or exit from any

building or District property. (b) Blocks or otherwise impedes traffic on any street, highway, roadway,

path or sidewalk. (c) Is parked in violation of any of the sections of this article, or appears to

be abandoned.

Historical Annotation: Related Board Policies: 12/1/89; 11/19/90, 10/15/97; 1/28/98 Board Policy 5009 02/23/10; 10/23/12

Related Business Procedures: Business Procedure 7.08

Contra Costa Community College District New Business Procedure 21.02

AUDIT PROCESS – CONDUCTING INTERNAL AUDITS Internal Audit Services (IAS) provides objective and independent appraisals on District and college processes and programs. In order to provide transparency and uniformity in conducting internal audits, the following process is established. Selection Activities to audit are selected to maximize audit coverage for addressing high risk subjects and areas of concern to the District, college management, or the Governing Board. Attempts are made to avoid duplication of effort by external auditors. The annual audit plan is initially discussed between the Chancellor and the Director of IAS. Subsequently, the Director of IAS will present planned audits to the Board Finance Committee for discussion, the results of which are adopted into the formal audit plan. Initiating the Audit IAS performs a preliminary review of applicable audit risks, gathers information about the process, function, or area to be audited, and identifies the responsible personnel. These steps are aimed at developing an initial audit program to be discussed and agreed upon with management of the entity to be reviewed (the “Auditee”). Audit Notification 1. Begin with Informal notification:

IAS sends initial audit notification by email to top operating management (applicable supervisor(s), manager(s), director(s), dean(s), vice president(s), vice chancellor(s), president(s), and Chancellor) of the area to be audited, which identifies: • audit subject; • desired start date; • time period of activity to be audited; • preliminary audit scope and objectives; and • invitation for an informal meeting (in-person or by phone) to discuss audit planned.

2. Follow with Formal notification:

IAS sends formal notification by email with an “Audit Notification Memorandum” to Auditee management, which identifies: • audit subject; • audit objectives; • audit methodology planned to address the objectives; • key laws, rules, and regulations; • audit team assigned; • audit timeline estimates; and • support required – access to records, files, etc. The formal notification distribution is determined based on whether an audit of a college or District Office business function is conducted but shall include applicable supervisor(s), manager(s), director(s), dean(s), vice president(s), vice chancellor(s), president(s), and Chancellor.

New Business Procedure 21.02 -2-

Entrance Conference Meeting The entrance conference is the audit kickoff meeting held between the audit team and the Auditee. This meeting provides an opportunity for introductions and discussion of issues such as work space, timing of fieldwork to be conducted, clarification of auditor access required, and the audit process to be followed. Fieldwork During this phase, the auditor identifies and assesses internal controls, which may include:

• process walkthroughs; • interviews/discussions with staff and management; and • tests of accounting transactions and supporting records.

Assessments of department records, communications, and discussions with management are the primary sources of information for auditors. Therefore, it is important for IAS to obtain efficient access to records and staff, in order to facilitate timely completion of the review. The philosophy of IAS is to minimize operational disruption throughout the course of audits, while still meeting productivity and time deadlines. IAS staff will attempt to keep unit management informed of audit progress, including clear and concise understanding of any issues noted. End of Fieldwork Upon completion of staff interviews and transaction testing, the audit team meets to discuss the preliminary results of fieldwork. Subsequently, the auditor will confirm any issues or exceptions with Auditee management, initially discuss potential recommendations for management corrective action(s), and then complete documentation for the fieldwork performed. Working paper documentation retained should support identification of the audit objectives reviewed and the basis for the audit results - including opinion and conclusions. The workpapers go through a quality review within IAS.

Preliminary Exit Meeting This meeting occurs near the end of fieldwork. Ideally, Auditee management and relevant staff meet with the IAS team to informally discuss the detailed results of the review, potential significance of any issues or concerns noted, and to clear up any related misunderstandings. Additionally, this is an opportunity to identify if any subsequent changes to controls or procedures have occurred, which could mitigate the effect of issues or concerns noted. Collaboratively, potential corrective actions and implementation dates are formulated or planned to remedy any existing issues or concerns. If no significant issues are noted requiring management corrective action(s), then it is possible that the preliminary exit meeting may not be required. Draft Audit Report The draft audit report is prepared by IAS for the benefit of management. This report generally reflects the reporting of audit results and possible recommendation(s) for corrective action(s), which are formulated after the audit team has collectively met with Auditee management for discussion. The report distribution is determined based on whether an audit of a college or District Office business function is conducted.

a. Draft Audit Report Distribution – Audit of College

IAS electronically distributes the draft audit report directly to the President, and requests a response be coordinated by the college and returned to the Director of IAS. It is preferred that the response indicates agreement or disagreement with the draft report and that it provides feedback, comments, concerns, or potential administrative changes. Additional report distribution shall include applicable supervisor(s), manager(s), director(s), dean(s), vice president(s), vice chancellor(s), and Chancellor.

New Business Procedure 21.02 -3-

b. Draft Audit Report Distribution – Audit of District Office IAS electronically distributes the draft audit report directly to the applicable operating head of the

business unit being audited, and requests a response be coordinated by the District Office and returned to the Director of IAS. It is preferred that the response indicates agreement or disagreement with the draft report and that it provides feedback, comments, concerns, or potential administrative changes. Additional report distribution shall include applicable supervisor(s), manager(s), director(s), dean(s), vice chancellor(s), and Chancellor.

Formal Exit Meeting After IAS has distributed the draft report for review and has received a coordinated response from the college or District Office, an offer of a formal exit meeting is extended, which the Auditee will determine if necessary. If the exit meeting is requested, IAS will present:

• a summary of audit work performed; • the audit opinion and conclusion; • identification of issues noted; and • jointly formulated action plans agreed to with the Auditee, if any.

Discussion will occur to ideally reach agreement on audit results to be reported. If the exit meeting is determined to not be necessary, IAS will move forward to complete and issue the final audit report. Final Audit Report This is the final product of the audit and where the opinion, conclusions, and issues identified (if applicable) are presented together with management’s corrective action plans. The audit report is provided in electronic form to applicable management and staff identified in the audit report. The report is subsequently presented by IAS to the Board Finance Committee. Audit Follow-up IAS is responsible to perform follow-up to confirm management completed its corrective actions committed to in the audit report, or is on track towards completing such actions. Typically, IAS will initiate follow-up concurrently with management’s projected implementation date for corrective actions. If IAS notes actions have not been completed or initiated at that time, IAS will perform a second follow-up 90 days later. If IAS notes actions have not been completed or initiated, IAS will communicate to applicable college or District Office executive management. If no actions have been initiated or completed, then the Director of IAS shall communicate the issue to the Chancellor.

Historical Annotation: Related Board Policies: Adopted 00/00/16 Board Policy 5034

Contra Costa Community College District Board Policy 5034

(over)

INTERNAL AUDIT SERVICES (IAS) - CHARTER The District is committed to the principles of trustworthiness, respect, responsibility, fairness, and stewardship and has therefore charged the Internal Audit Services (IAS) department with the monitoring of processes and controls to ensure that these values are constantly upheld. Purpose IAS is an objective and independent appraisal activity established within the District as a service designed to add value and improve the District’s governance, risk management, and control processes. Internal auditing is a control which functions by examining and evaluating the adequacy and effectiveness of other controls across the District. Objective The objective of IAS is to assist the District and its employees in improving current operations, ensuring compliance to laws and regulations, and managing risks. These objectives are accomplished by: constantly analyzing, appraising, and assessing processes for adequate and effective controls; identifying process improvement areas; and providing management with value added recommendations on activities reviewed. The audit objective includes promoting effective control at reasonable cost. Scope The scope of IAS encompasses the evaluation of the District’s system of internal control and the quality of performance. The scope includes: 1. reviewing the reliability and integrity of financial and operating information; 2. reviewing the systems established to ensure compliance with policies, plans, procedures, laws, and

regulations; 3. reviewing the safeguarding of assets and verifying the existence of assets; 4. appraising the economy and efficiency with which resources are utilized; 5. reviewing operations and programs to determine whether results are consistent with established

objectives, goals, and plans; and 6. investigating violations and conducting special projects as required by management. Authority IAS reports to the Board Finance Committee and Chancellor and functions under the policies established by management, the Governing Board, and Government Code §1236. The Director of IAS is authorized unlimited access to all District records, properties, and personnel relevant to the performance of audits and investigations. Responsibility The responsibility of IAS includes: 1. serving the District in a manner consistent with the International Standards for the Professional

Practice of Internal Auditing and the Code of Ethics of the Institute of Internal Auditors;

Board Policy 5034 -2-

Historical Annotation: Related Procedures: 8/15/00, 12/12/12; 00/00/16 Business Procedure 21.01, 21.02

2. coordinating audit activities with others and functioning as the audit liaison in order to best achieve the audit objectives of the District; and

3. submitting an annual audit schedule and summary activity reports to the Chancellor and to the Board Finance Committee.

IAS has no authority or responsibility for activities audited. It cannot develop and implement policies and procedures, prepare records, or establish processes that fall under its auditing purview. It can only review and make recommendations to management. Conducting Internal Audits Internal audits will be conducted in accordance with Business Procedure 21.02. Jonah Nicholas – 1st Read

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