ࡱ> %` bjbjٕ Xt"t)*05,:::::*s+t+<5555555$7h2:C5?0XB*?0?0C5::O[X5U2U2U2?0::5U2?05U2U2U2:. gb-1U25n505U2:K2:U2:U2#,-U2-Q.#,#,#,C5C5K2 #,#,#,5?0?0?0?0000Xz$000z  CHAPTER 3 PROGRAMS AND SERVICES SERVICES Administrative Services MT. SAN ANTONIO COMMUNITY COLLEGE DISTRICT EDUCATIONAL MASTER PLAN - Page 65 CHAPTER 3 - PROGRAMS AND SERVICES ADMINISTRATIVE SERVICES Mike Gregoryk, Vice President CURRENT SERVICES Administrative Services provides oversight to the following support services for the campus at large: Information Technology (IT), including BANNER implementation; Safety, Benefits and Risk Management; Public Safety; Parking; Auxiliary Services (e.g., Food Service, Bookstore, etc.); Fiscal Services; Purchasing; Facilities/Construction; and Technical Services. FACILITIES The Administrative Services office is currently located in Bldg. 4. A remodel by 2015, which will include additional space for IT, Auxiliary Services (Bookstore) and Administrative Services is dependent on a bond measure. PERSONNEL At this time, Administrative Services personnel include 8 managers including the Vice President, plus 1 full-time and 2 FTE part-time classified staff. FUTURE PLANS Facilities must be improved and expanded as enrollment grows, but State funding has been reduced and will not support increased enrollment. To continue to provide current services, Administrative Services anticipates using a methodology based on growth is not funded until earned and better organization of facilities. New Vlogý, include the BANNER system, will involve training of the Budget Committee and Deans (e.g.; apportionment training). Another area of focus in the future will be improved efficiency in the evening custodial system. FACILITIES By 2010, costs for the projected facility and technology needs include replacement of equipment ($350,000); one-time money for new facilities and equipment ($12 million); and BANNER system ($15 million). The Facilities office could be located closer to Administrative Services. PERSONNEL Future needs for personnel will be determined by individual departments within Administrative Services. ADMINISTRATIVE SERVICES CURRENT Additional Additional Additional Additional TOTAL PERSONNEL 2007-08 NOW by 2010 by 2015 by 2020 as of 2020 Managers 8.00 8.00 Supervisors 0.00 Classified Staff (full-time) 1.00 1.00 Classified Staff (part-time) 2.00 2.00 Student Workers 0.00 Total 11.00 0.00 0.00 0.00 0.00 11.00 MT. SAN ANTONIO COMMUNITY COLLEGE DISTRICT EDUCATIONAL MASTER PLAN - Page 66  CHAPTER 3 - PROGRAMS AND SERVICES ADMINISTRATIVE SERVICES: AUXILIARY SERVICES Jay Devers, Administrative Director CURRENT SERVICES Auxiliary Services provides retail services to the campus (i.e., Bookstore, Dining Services, Convenience Store, Catering and Concessions) and accounting services (to the Auxiliary, Associated Students, Clubs, and Trusts/Accounting Office). Currently, the department handles the following number of contacts each year: 900,000 from students; 200,000 from staff; and 5,000 from the public. There is currently no waiting time to be served. FACILITIES The Department is decentralized and operates in various locations throughout the campus. Construction of a fifth Convenience Store is underway in the new Math/Science building. The Bookstore/Mountie Stop in Bldg. 9A is too small; Campus Caf in Bldg. 8 is inconveniently located at the edge of campus, and the facility is aging; Express Stop in Bldg. 16A is in a portable unit that is aging; and the Quick Stop in Bldg. 40 has inadequate student/staff access. Immediate needs include a new point of sale (POS)/invoice/inventory management system for the Bookstore and interface with the BANNER system. PERSONNEL Current personnel include 4 directors, 6 supervisors, 13 full-time regular staff, 1 (0.75) part-time regular staff, and 124 student workers. No additional personnel are needed at this time. FUTURE PLANS Increased enrollment will increase business and create additional staffing requirements. FACILITIES The bond-dependent Student Center to be built will include the following areas of responsibility for Auxiliary Services: a Bookstore, a Dining Court, and a Convenience Store. Needed by 2010 or 2015 is another Convenience Store on the South side of campus across from Temple Avenue. PERSONNEL By 2010, the Department will need one additional supervisor and 10 student workers. An additional full-time regular staff employee will be needed by 2015. By 2020, an additional regular staff employee and 10 more student workers will be needed AUXILIARY SERVICES CURRENT Additional Additional Additional Additional TOTAL PERSONNEL 2007-08 NOW by 2010 by 2015 by 2020 as of 2020 Managers 4.00 4.00 Supervisors 6.00 1.00 7.00 Classified Staff (full-time) 13.00 1.00 1.00 15.00 Classified Staff (part-time) 0.75 0.75 Student Workers 124.00 10.00 10.00 144.00 Total 147.75 0.00 11.00 1.00 11.00 170.75 MT. SAN ANTONIO COMMUNITY COLLEGE DISTRICT EDUCATIONAL MASTER PLAN - Page 67  CHAPTER 3 - PROGRAMS AND SERVICES ADMINISTRATIVE SERVICES: FACILITIES PLANNING & MANAGEMENT Gary Nellesen, Director CURRENT SERVICES Facilities Planning & Management currently provides the following services: Facilities Maintenance; Custodial Services; Grounds; Student Transportation; Key Issuance; Fleet Management; Warehouse; Facilities Planning; Facilities Design; and Construction; Inspection Services; Project Management for alterations, minor capital improvements and scheduled maintenance. Currently, the Department fields the following number of contacts each week: 5 from students, 150 from staff, and 30 from the public. Typical waiting time to be served is 0 to 10 minutes. Wait time for service requests is typically between 24 hours and 3 months depending upon complexity, materials availability and backlog. FACILITIES Facilities include shops for Fleet Management and office space for the clerical staff in Bldg. 48 (south of Temple) and a warehouse in Bldg. 48 (south of Temple). The current facilities lack space for offices, general storage, equipment, plans and record documents. Additional work stations in Bldg. 47 and the computerized Famis Maintenance Management System are needed now. PERSONNEL Despite campus growth of over 17% since 2001, staffing in Facilities Management has not grown. Several positions lost in 2003 with the early retirement incentive have not been replaced. As new buildings have come online, custodial staff has been increased at a rate of one staff member per 40,000 square feet. An appropriate staffing level is one custodian for 25,000 square feet, especially as the campus building and grounds have become more complex and intricate. Personnel currently include 6 managers, 3 supervisors, 92 full-time classified staff, 2 part-time classified staff, and 3 student workers; 4 full-time classified staff members are needed now. FUTURE PLANS Campus square footage is expected to increase 30% by 2017. The larger campus and enrollment growth will bring the need for additional staffing and funds for supplies and services to maintain a larger plant with increased utilizations. Funding will also be needed for fleet growth and the increased use of technology. The Department plans to implement Famis, a maintenance management (software) system, to track work orders, service requests, and costs. Computerization will also allow for a systematic scheduled maintenance program. Moving away from keys to a swipe system (electronic access control) is also in the future. FACILITIES The following facilities are bond-dependent, but needed by 2010: a 2000+ sq. ft. plan room and equipment storage in Bldg. 47 and a Grounds Workroom on the West Campus. By 2015, another Grounds Workroom will be needed; this time on the East Campus. Event Services could benefit from being adjacent to Facilities Planning and Management. PERSONNEL By 2010, the Department will need two additional supervisors (an assistant project manager and a Recycling Coordinator), 4 full-time classified staff members (for custodial, trades, grounds, and maintenance positions), and 2 student workers. By 2015, an additional 6 fulltime classified (non-clerical) staff are needed. By 2020, 6 additional classified staff (four non-clerical positions) will be needed. The recent implementation of a campus-wide paper recycling program makes filling the position of Recycling Coordinator urgent. FACILITIES PLANNING CURRENT Additional Additional Additional Additional TOTAL PERSONNEL 2007-08 NOW by 2010 by 2015 by 2020 as of 2020 Managers 6.00 6.00 Supervisors 3.00 2.00 5.00 Classified Staff (full-time) 92.00 4.00 4.00 6.00 6.00 112.00 Classified Staff (part-time) 2.00 2.00 Student Workers 3.00 2.00 5.00 Total 106.00 4.00 8.00 6.00 6.00 130.00 MT. SAN ANTONIO COMMUNITY COLLEGE DISTRICT EDUCATIONAL MASTER PLAN - Page 68  CHAPTER 3 - PROGRAMS AND SERVICES ADMINISTRATIVE SERVICES: FISCAL SERVICES Linda Baldwin, Director CURRENT SERVICES The responsibilities of the Fiscal Services Department include Payroll; Budget and Categorical Programs (including Annual Audit); Accounts Payable/Receivable and General Accounting; and the Bursars Office which includes Student Fees. Currently, the Department handles the following number of contacts: 268,000 annually from students; 100 weekly from staff; and 20 weekly from the public. During the first two weeks of fall and spring semester, the waiting time for service is no more than 10 minutes. However, the Department has not been able to provide a quick turnaround for requests during the BANNER implementation, as the switchover has required a great deal of staff time. Some of the service needs will be greatly improved once BANNER is fully implemented. FACILITIES Fiscal Services is located in Bldg. 4 and includes office space, meeting room, and workroom (copy room) with storage. It is crowded now, but a remodel is in the works. The Bursars Office is currently located in Building 9A-S1. After the remodel, additional storage may still be needed. PERSONNEL Four new full-time classified staff positions were created in 2008. Current personnel include 5 managers, 21 full-time classified staff, a parttime classified staff position, and 14 student workers. An additional manager, 6 additional full-time classified staff, and 6 student workers are needed now. FUTURE PLANS The District is in the process of becoming fiscally accountable, effective July 1, 2008, and began issuing commercial warrants that day, followed by issuing payroll warrants on January 1, 2009. Once smoothly in place, the District will apply to become fiscally independent, perhaps as soon as July 1, 2010. A campus-wide Enterprise Application System (the BANNER system) is currently being implemented. Finance, Purchasing, online Purchasing Requisitions, and Accounts Payable have already gone live. The Human Resources/Payroll Module is scheduled to go live on January 2, 2009. Changing to new systems will both decrease and increase workloads, but the changes will definitely allow the Department to provide better service to staff and students than the current systems. FACILITIES By 2010, the BANNER system will be in place, but optical imaging equipment will be needed to replace paper storage. Also in the future, having Fiscal Services in close proximity to the Bursars Office (due to the transfers of money) would be desirable. Being centrally located on campus would also be more convenient for the staff and students the department serves. PERSONNEL By 2010, Fiscal Services will need 4 additional full-time classified staff for payroll and accounting). By 2020, 6 additional full-time classified staff will be needed for accounts payable and for accounting). FISCAL SERVICES CURRENT Additional Additional Additional Additional TOTAL PERSONNEL 2007-08 NOW by 2010 by 2015 by 2020 as of 2020 Managers 5.00 1.00 6.00 Supervisors Classified Staff (full-time) 21.00 6.00 4.00 6.00 37.00 Classified Staff (part-time) 0.50 0.50 Student Workers 14.00 6.00 20.00 Total 40.50 13.00 4.00 0.00 6.00 63.50 MT. SAN ANTONIO COMMUNITY COLLEGE DISTRICT EDUCATIONAL MASTER PLAN - Page 69  CHAPTER 3 - PROGRAMS AND SERVICES ADMINISTRATIVE SERVICES: INFORMATION TECHNOLOGY Vic Belinski, Chief Technology Officer CURRENT SERVICES Information Technology currently provides the following services: Programming and Support of Enterprise Application Systems (EAS); Support of Academic Technology; Network Design & Support; Technology Training; Support & Integration of 3rd Party Systems; Telecommunications and Technology Infrastructure; Mail Services; and Printing Services. It also serves as a data warehouse, supports third party systems, email upgrades, and provides class, library, and lab support. Service could improve by extending the hours of operation of theHelp Desk to support evening classes and weekend College, and by making the new MyMTSAC portal/EAS web tools available for users at any time (24/7/365). FACILITIES Recently the data center along with all IT staff (including the Help Desk) has relocated from Bldg. 5 (which will be demolished) to Bldg. 23, across the street from the main campus. The new space in Bldg. 23 has offices and meeting rooms. A large conference room is still needed and the new facilities will have no space for future growth. Also needed now are workrooms for support staff and offices for programmers in locations throughout Central Campus. On the technology side, installation of the campus portal and new, integrated EAS is scheduled to be completed by Jan. 1, 2009 (in time for registration). The upgrading of Internet services and infrastructure/network is needed now. PERSONNEL Current IT department personnel include 5 managers, 1 supervisor position, and 62 full-time classified staff. Additional employees needed now are 1 supervisor and 2 full-time classified staff members. Current and projected needs assume decentralized space (i.e., there is not enough room in Bldg. 23 for all staff). FUTURE PLANS The District is at the beginning of a ten-year implementation of new technology, systems and communications tools. This includes a campus portal and a new integrated EAS system covering student registration, student services, ed plan/degree audit, class/room scheduling, faculty services, employee services, budgeting and finance, purchasing, human resources and payroll. As the District grows, there will be additional demand for increased technology and technology support services. Significant staff training/development is required on an ongoing basis; in addition, significant analysis and changes to existing business processes is critical. Future methods to provide services will be via the campus portal to specifically target campus/community populations with communications and relevant content. Utilization of a wide variety of tools and formats (i.e., messaging, audio/podcasts, video, etc.) is also envisioned. FACILITIES By 2010, increased data storage, handheld/web-enabled technologies, and authentication/targeted technology services and delivery are needed. By 2015 and again by 2020, increased data storage is needed; ongoing between now through 2020, infrastructure/network upgrades must be scheduled/completed. The IT Department move to Bldg. 23 in 2008 does not provide space for growth, so this may be a future issue to address, because it could result in a disconnect between District goals and the technology needed to achieve these goals. Appropriate transportation needs to be provided from the IT/Data Center location to the central campus; IT office/work space for support and programming staff should be located on campus near the constituents they support; there is a need for centrally located storage space to house required equipment and parts for easy retrieval. PERSONNEL By 2010, the Department will need 1 additional manager, 1 supervisor, and 2 full-time classified staff. By 2015 (after a Library addition is completed), additional personnel needed will 3 full-time classified staff. By 2020, 3 full-time classified staff will be needed. Projected needs assume decentralized space (i.e., there is not enough room in Bldg. 23 for all staff). MT. SAN ANTONIO COMMUNITY COLLEGE DISTRICT EDUCATIONAL MASTER PLAN - Page 70 CHAPTER 3 - PROGRAMS AND SERVICES INFORMATION TECHNOLOGY CURRENT Additional Additional Additional Additional TOTAL PERSONNEL 2007-08 NOW by 2010 by 2015 by 2020 as of 2020 Managers 5.00 1.00 6.00 Supervisors 1.00 1.00 1.00 3.00 Classified Staff (full-time) 62.00 2.00 2.00 3.00 3.00 72.00 Classified Staff (part-time) 0.00 Student Workers 0.00 Total 68.00 3.00 4.00 3.00 3.00 81.00 MT. SAN ANTONIO COMMUNITY COLLEGE DISTRICT EDUCATIONAL MASTER PLAN - Page 71  CHAPTER 3 - PROGRAMS AND SERVICES ADMINISTRATIVE SERVICES: PUBLIC SAFETY Jeff Parker, Director CURRENT SERVICES The Public Safety Department is a community-based service organization that provides the services of a small police department. The primary responsibility is public safety for students, staff, visitors, and campus property. Additional services include emergency medical services, crime prevention, assisting with auto problems, parking services, and outreach Vlogý (i.e., informational briefings to the public about services available). Effectiveness of the Department involves teamwork with stakeholders, and the Department handles the following number of contacts each day: 75 from students; 35 from staff; and 25 from the public. Medical emergencies receive priority service, but even non-emergency assistance is typically available within 1 to 5 minutes. Non-emergency vehicles are used; sometimes they are delayed by traffic lights on South side of the campus. Department policy requires one uniformed officer to be on-campus north of Temple Avenue at all times; a uniformed officer staffs the information booth just east of Grand Avenue; and there is civilian support staff in department offices in Bldg. 43 and Bldg. 4. The greatest public safety concern college-wide at this time is having effective mass communication channels in the event of emergencies and property lock-down procedures. Conversations are taking place with IT regarding security and communications and possible ways to improve current concerns (i.e., aging buildings without proper communication devices, making alert notifications Paul Revere style, etc.). The Department has a written manual on the use of force to help defend security officers as well as everyone at the College. FACILITIES Public Safety currently has facilities on the south side of campus that include approximately 1100 sq. ft. of office space in Bldg. 23; office space in Bldg. 4 (for the parking public safety office, office staff, and dispatch/emergency operators); a storage bin in Bldg. 48; and an information booth in Bldg. 6A. Having a location on campus to report incidents would be helpful. Currently, Bldg. 23 needs additional space - a new communications center; CCTV monitoring; alarm monitoring. PERSONNEL Current personnel include: 2 managers, 1 supervisor, 18 full-time classified staff, 8 part-time classified staff, and 9 student workers. FUTURE PLANS The Department is already doing more with fewer personnel; enrollment growth and expanding operation hours of the Public Safety/Parking Office (from 6 a.m. to 10:30 p.m.) will add additional need for increasing staff. Currently, after 9 p.m. telephone lines are switched to on-call personnel with (sometimes unreliable) cellular phones. The Department would prefer having at least some hard lines available at all times. In the future, Public Safety will also be working toward a more formal emergency center and communications center. There is also talk about contracting out some services, such as outsourcing the dispatch system to the L.A. County Sheriffs Department. However, the new cellular telephone systems recently purchased by the Department have increased the reliability of the 24-hour emergency telephone system. Parking is a current problem and this will increase as enrollment grows. Passage of the new bond measure may allow building a parking structure. As funding is available, pay parking machines for day use can be installed throughout the campus. This will mitigate the need to buy parking permits valid for an entire semester. The Department will take a proactive approach to outreach and communication in the future so the community it serves has a clear understanding of the range of services available (i.e., flyers describing the Jean Cleary Act and what students need to report). Examples of the methodology to be used include in-house training for officers; establishing an outreach program with student services to brief students; and attending orientations for high school students when they come for tours. Additional Vlogý include lock down drills; Blue Emergency telephones outside as well as inside buildings; phone number displayed on department cars; signage in parking lots; flyers with contact information, etc. The campus has been a Peace Zone and gang activity (i.e., graffiti) has been limited, but the Department is aware of increased numbers of students coming in from high risk areas. Likewise, the Department will respond as needed regarding sex offenders. It is noted that because the department is a non-sworn public safety department, sex offenders are not required to check in or register with Public Safety. MT. SAN ANTONIO COMMUNITY COLLEGE DISTRICT EDUCATIONAL MASTER PLAN - Page 72 CHAPTER 3 - PROGRAMS AND SERVICES For situations involving mentally unstable people, a committee (including Chief Nurse, Student Life Personnel, etc.) will be formed to meet as necessary to assess behavior of high-risk students and determine action(s). In future, for the various safety reasons cited here and recognizing the growth in College population, it may be necessary to provide sworn officers as part of a strengthened Department. It is possible to contract services with the Los Angeles Sheriffs Department. FACILITIES Public Safety would like a communications center in Bldg. 4 rather than in the center of campus. There is also a potential need for a computer generated dispatch system that can record dispatches and incoming calls. PERSONNEL By 2010, 1 additional staff member will be needed. By 2015 a supervisor and 3 full-time classified staff members will need to be added. PUBLIC SAFETY CURRENT Additional Additional Additional Additional TOTAL PERSONNEL 2007-08 NOW by 2010 by 2015 by 2020 as of 2020 Managers 2.00 2.00 Supervisors 1.00 1.00 2.00 Classified Staff (full-time) 18.00 1.00 3.00 22.00 Classified Staff (part-time) 8.00 8.00 Student Workers 9.00 9.00 Total 38.00 0.00 1.00 4.00 0.00 43.00 MT. SAN ANTONIO COMMUNITY COLLEGE DISTRICT EDUCATIONAL MASTER PLAN - Page 73  CHAPTER 3 - PROGRAMS AND SERVICES ADMINISTRATIVE SERVICES: PURCHASING Margaret S. Young, Director CURRENT SERVICES Three units are managed through this department: Mail Services, Switchboard, and Purchasing. Mail Services processes incoming and outgoing mail for the entire campus. Each day, approximately 100 students, 500 staff, and 50 members of the general public are served. Despite increased use of e-mail, this unit is processing twice the volume of outgoing mail alone than it did five years ago, but has maintained a high level of service. The last survey results returned greater than 90% customer satisfaction. The Switchboard is responsible for routing all incoming calls, providing information to both callers and walk-ins, creating and maintaining announcements and part-time faculty phone assignments, staffing the BANNER Help Desk, and providing clerical support to Purchasing. Currently, the unit handles the following number of contacts each day: 1000 from students, 150 from staff, and 500 from the public. Although overall customer satisfaction is high, sometimes there is a wait time for service. At peak periods, the call volume is so high that the phone systems are overloaded. In the past five years, annual procurement activities have increased from $37 million to more than $80 million. During this time, the basic tasks of Purchasing, encumbered by an outdated purchase order system, have been expanded to include bid and contract support of a $250 million facilities construction program as well as developing and providing campus-wide training and ongoing support for the requisition, approval, and budget query modules of BANNER, the new Enterprise Application System (EAS). Currently, Purchasing handles the following number of contacts each day: 20 from students; 250 from staff; and 200 from the public. Wait times depend on the volume of calls and/or number of walk-ins. Although overall customer satisfaction is good and there is a campus-wide understanding of the Purchasing departments increased workload and lack of adequate resources, timely procurements are now a growing and significant issue. Loss of productivity due to BANNER implementation will remain an issue until efficient workflows are implemented, training and Help Desk functions are outsourced, and a campus-wide program of electronic document archiving is implemented. FACILITIES Current facilities for Mail Services include a workroom (which is actually a closet under the westerly staircase) for postage metering on Floor 1 of Bldg. 4 and a workroom for mail sorting on Floor 2 of Bldg. 4. Both spaces are too small to properly process and secure mail. The Switchboard operates from two areas. Space is provided on Floor 1 of the Administrative Offices in Bldg. 4 for reception and main Switchboard activities. This area is adjacent to Purchasing, which facilitates current clerical support functions. Bldg. 4 remodel plans do not support this operational arrangement. The emergency back-up phone system and overflow Switchboard activities are currently in a booth located on the second floor in the lobby near the east entrance. This space will be eliminated when the building undergoes future renovation plans. The aging equipment in both areas is not fully functional and needs replacing - especially the emergency back-up board. The system is also currently maxed out for doing professional voice recordings. Purchasing is currently in Bldg. 4, first floor in the Administrative Services area. Space is adequate for the current operational model with clerical assistance from the adjacent Switchboard unit. However, the renovation planned for Bldg. 4 (by 2010) does not include growth considerations and will eliminate the continuation of clerical support from the Switchboard. PERSONNEL Mail Services currently has 1 manager, 2 full-time classified staff and up to 6 student workers. No additional personnel are needed at this time. Switchboard personnel inefficiencies primarily revolve around student/hourly workers who provide switchboard support because permanent staff is at the BANNER Help Desk and now providing clerical support for the Purchasing unit. Students are largely single mothers on financial aid who have home/school issues that impact attendance. Quality is also affected due to a general lack of experience and knowledge of the campus as new student workers are trained each semester. The Switchboard has a manager, 1 full- time classified staff, 1 (0.5) part-time classified staff, and up to 6 student workers. A .475 FTE part-time classified staff is needed now. Purchasing staff has remained static for five years (for example, one full-time position replaced previous hourly workers, an increased workload addressed with overtime, the shifting of clerical functions to the Switchboard, and the temporary hiring of a contract worker. Short term staffing issues will be further exacerbated with the retirement of the Director and a Buyer, the termination of the contract Buyer, and the physical relocation of the Switchboard. Current personnel include a manager, four full-time classified staff members, and one contract worker (hired through 10/08 to assist with BANNER implementation). An additional full-time (buyer) classified staff member is needed now. Replacing the support currently provided by the Switchboard that will be lost during the renovation next year is also a concern that will need to be addressed. MT. SAN ANTONIO COMMUNITY COLLEGE DISTRICT EDUCATIONAL MASTER PLAN - Page 74 CHAPTER 3 - PROGRAMS AND SERVICES FUTURE PLANS Mail Services will require additional staffing, improved facilities, and additional equipment to maintain the same level of service it currently provides. If this unit were located in the center of campus in the future, it would be feasible to set it up so departments go there to pick up or drop off mail, rather than having Mail Services staff perform that function. Currently faculty mail is delivered to individual mail boxes, but all other mail is delivered to departments. A relocation of the facilities might lessen or slow the need for future additional staff. Projected growth will necessitate redesigning Mail Services facilities, particularly to accommodate additional mail boxes. Demand for Switchboard services has increased and continued campus growth will require additional staffing, improved facilities, and additional equipment. As the Switchboard is also currently providing clerical support for Purchasing, as budgets grow and Vlogý increase, there will be increased demand on Purchasing which will affect this units personnel if the staffing arrangement continues. However, as planned building renovations will physically separate the two units, the two units should no longer co-mingle operations. Dependence on student help should be reduced and permanent staffing be increased to support demand and provide a higher level of customer service. There has also been some discussion about implementing a direct line system in the future to allow calls go directly to individuals/departments. If implemented, many calls would bypass the Switchboard and workload for that function would be reduced. Purchasing will be directly impacted by increased enrollment because it results in increased revenues to expend on larger needs for goods and services. Further expansion of student facilities will also result in continued involvement by Purchasing in construction procurement. Department workforce constraints (and no physical space for growth even after the renovation) will necessitate moving toward decentralization and/or new ways to conduct Purchasing business. The shift to the BANNER online requisition program will aid Purchasing with future workloads, but additional Vlogý have been identified that, if implemented, will also streamline purchasing processes, improve services, and have a beneficial fiscal impact. Other changes planned: A procurement/travel card program would make small-dollar and travel purchases more efficient, expand vendor resources, replace employee reimbursement operations, and provide annual rebates (estimated at $70,000 per $1 million spent). A campus-wide copier program would consolidate the existing 100+ contracts for more than 60 different makes and models into 1 or 2 contracts for standardized equipment. In addition to cost savings (estimated at $250,000 annually), it would allow IT to fully integrate this equipment into its technology infrastructure. A direct online supply ordering program would allow individual departments to directly order their office supply items from a vendor. This would replace a cumbersome and time-consuming process for many low dollar purchases. A web-based bid program would be responsive to modern procurement practices implemented in private industry, and increasingly, in the public sector. Consolidation of BANNER training, creation/maintenance of training materials, and Help Desk functions into a single support position, which could be within Purchasing, IT, or POD. FACILITIES Remodeling of Bldg. 4 by 2010 includes plans to consolidate the two Mail Services workrooms into one location. The planned layout includes considerations for securing mail, adequate workspace for current staff, and sufficient mailboxes for existing faculty. However, space planning does not include growth considerations and security could be improved. Also, during Bldg. 4 renovations, interim facilities need to be provided. Either faculty mailboxes will need to be included in the temporary facilities, or faculty will have to pick up mail from departments. This would be a hardship for many part-time faculty who cannot access their departments during normal business hours. For the Switchboard, the remodel of Bldg. 4 plans will consolidate two areas with four call stations and two additional clerical stations into one location in the west lobby of the 1st floor. The planned layout includes provisions for three operators, but does not include space for growth. Purchasing will be located down a hall and behind locked doors, so that will impact the Switchboards ability to assist Purchasing staff. The renovation plans include new consoles with advanced software, which will allow multi-tasking between the Switchboard information screens and Microsoft-type documents. The upgraded system will also have a larger database, which will allow staff to provide more information to callers. The renovation in Purchasing does not provide space for future growth. PERSONNEL By 2010, Mail Services will need an additional full-time classified staff and two more student workers. The same number of additional personnel will again be needed by 2015 and again by 2020. The Switchboard will need an additional full-time classified staff employee by 2010 and again by 2020. Purchasing will need 1 additional full-time clerical staff member by 2010, again by 2015, and once more by 2020. By 2020, the 8- person full-time classified staff should include six buyers of different levels of qualifications and 2 clerical staff. Staffing will also need additional assessment if the full implementation of Purchasing modules in BANNER does not happen. A critical component to BANNER is the creation of specific workflows that will minimize or eliminate manual processes. MT. SAN ANTONIO COMMUNITY COLLEGE DISTRICT EDUCATIONAL MASTER PLAN - Page 75 CHAPTER 3 - PROGRAMS AND SERVICES Mail Services PERSONNEL Managers Supervisors Classified Staff (full-time) Classified Staff (part-time) Student Workers  CURRENT Additional Additional Additional Additional TOTAL 2007-08 NOW by 2010 by 2015 by 2020 as of 2020 1.00 1.00 0.00 2.00 1.00 1.00 1.00 5.00 0.00 6.00 2.00 2.00 2.00 12.00 Total 9.00 0.00 3.00 3.00 3.00 18.00 Switchboard PERSONNEL Managers Supervisors Classified Staff (full-time) Classified Staff (part-time) Student Workers  CURRENT Additional Additional Additional Additional TOTAL 2007-08 NOW by 2010 by 2015 by 2020 as of 2020 1.00 1.00 0.00 1.00 1.00 1.00 3.00 0.50 0.48 0.98 6.00 6.00 Total 8.50 0.48 1.00 0.00 1.00 10.98 Purchasing PERSONNEL Managers Supervisors Classified Staff (full-time) Classified Staff (part-time) Student Workers  CURRENT Additional Additional Additional Additional TOTAL 2007-08 NOW by 2010 by 2015 by 2020 as of 2020 1.00 1.00 0.00 4.00 1.00 1.00 1.00 1.00 8.00 0.00 0.00 Total 5.00 1.00 1.00 1.00 1.00 9.00 MT. SAN ANTONIO COMMUNITY COLLEGE DISTRICT EDUCATIONAL MASTER PLAN - Page 76  CHAPTER 3 - PROGRAMS AND SERVICES ADMINISTRATIVE SERVICES: SAFETY, HEALTH BENEFITS & RISK MANAGEMENT Karen Saldana, Director CURRENT SERVICES Safety, Health Benefits & Risk Management currently provides the following services: oversight of insurance Vlogý including workers compensation, property, and liability; compliance Vlogý; employee health benefits; and emergency planning and hazardous materials reporting. In addition, this office is responsible for the AQMD Employee Ride-Share Plan which has 100 participants who carpool and receive incentives from the District. The office works with a broker and JPA Administrator, but items related to policy renewals, rates, and Vlogý channel through this office. Currently, the Department handles the following number of contacts per day: 20 to 30 from staff and 10 to 20 from the public. Appointments are preferred when meeting with staff and typical waiting time is a week to a month. The office has a walk-up counter for addressing immediate needs of staff, students and the general public. This office also receives service of lawsuits for public records requests, etc. Two service areas currently falling behind are occupational health and safety training and regular site safety audits. FACILITIES Safety, Health Benefits & Risk Management facilities are located in the office of the Vice President of Administrative Services. Health Benefits employees are currently housed in Human Resources. Current needs include a training room with computer capabilities (to meet OSHA training mandates) and an Emergency Operation Center (perhaps located in Public Safety or future Fire Tech Bldg.) that has dedicated backup electrical and energy systems. PERSONNEL Currently, there is 1 manager; a supervisor (a Safety Manager) and a full-time classified staff employee are needed now. FUTURE PLANS As enrollment grows, three areas of the department will be affected: managing an increased workload for staff in the areas of health benefits and compensation; employee safety and workers compensation; increasing training (for new and existing staff) on Cal OSHA Vlogý; and improving and expanding upon emergency procedures. It will take additional staffing to accommodate and service the growth. In the future, the Department will use the Enterprise Risk Management (ERM) method, which brings together management, board members, and other personnel to identify potential risks that might evolve and manage such risks. FACILITIES Technology needs include a means of communicating during an emergency, a system to track claims, software to inventory hazardous chemicals, a system to track when building inspections are done, and training software. It is noted that it would be helpful for the Department to remain in close proximity to the Human Resources and Payroll departments. PERSONNEL By 2010, the Department will need 1 full-time classified staff to serve as an Emergency Preparedness Coordinator and an additional parttime classified staff member. SAFETY AND RM CURRENT Additional Additional Additional Additional TOTAL PERSONNEL 2007-08 NOW by 2010 by 2015 by 2020 as of 2020 Managers 1.00 1.00 Supervisors 1.00 1.00 Classified Staff (full-time) 1.00 1.00 2.00 Classified Staff (part-time) 1.00 1.00 Student Workers 0.00 Total 1.00 2.00 2.00 0.00 0.00 5.00 MT. SAN ANTONIO COMMUNITY COLLEGE DISTRICT EDUCATIONAL MASTER PLAN - Page 77  CHAPTER 3 - PROGRAMS AND SERVICES ADMINISTRATIVE SERVICES: TECHNICAL SERVICES William Eastham, Director CURRENT SERVICES The Technical Services Departments responsibilities include operating the Districts radio and television broadcast facilities; designing and installing classroom media systems; and operating the Performing Arts Center and all special events on campus (including maintaining the master calendar). Broadcast facilities support instructional Vlogý and self-production. On a weekly basis, the Department typically serves 300 students, 100 staff members, and 250 members of the public. Waiting for services is not a problem at this time. FACILITIES The office complex for this Department is in the lower portion of Bldg. 6; the box office is in Bldg. 2. Office space is shared with the Broadcast instruction area, but the classrooms should be isolated from the work environment. The box office (with only 2 windows) is too small for current demand. A staging area for projector installation work is needed now in the Tech Services facilities, as is replacing the broadcast master control system. PERSONNEL Currently, Technical Services has one manager, ten full-time classified staff; two 0.49 part-time classified staff, and 25 student workers. One supervisor is needed at this time. FUTURE PLANS Enrollment growth will increase the need for assembly (auditorium) space and event services. Several current spaces can serve up to 400 people, but one space that can accommodate 1,200 people at one time will be needed. FACILITIES By 2010, the theatre area will need an expanded box office space with five windows, a variable acoustics system, and a moving light system. The Department will also need additional office space (in the Tech Services area) and will need to replace the video truck. By 2015, the television plant will need to be converted to Hi-Def and two new facilities will be needed at the west end of campus: an assembly area with capacity for 1,200 people and a convention-type flex space for events. PERSONNEL By 2010, Technical Services will need two additional supervisors, one full-time classified staff employee, and five student workers. By 2015 and again by 2020, one full-time classified staff person and five student workers are needed. TECHNICAL SERVICES PERSONNEL Managers Supervisors Classified Staff (full-time) Classified Staff (part-time) Student Workers  CURRENT Additional Additional Additional Additional TOTAL 2007-08 NOW by 2010 by 2015 by 2020 as of 2020 1.00 1.00 1.00 2.00 3.00 10.00 1.00 1.00 1.00 13.00 0.98 0.98 25.00 5.00 5.00 5.00 40.00 Total 36.98 1.00 8.00 6.00 6.00 57.98 MT. 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