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[209.40.90.87]) by smtp-relay.gmail.com with SMTP id w5sm34412pjl.5.2020.04.29.14.32.43; Wed, 29 Apr 2020 14:32:44 -0700 (PDT) X-Relaying-Domain: cca.edu Received: from vm-mailman-01.cca.edu.cca.edu (vm-mailman-01.cca.edu [209.40.90.79]) by smtp.cca.edu (Postfix) with ESMTP id 6A49413F8DB; Wed, 29 Apr 2020 14:32:39 -0700 (PDT) Received: from vm-mailman-01.cca.edu (localhost [127.0.0.1]) by vm-mailman-01.cca.edu.cca.edu (Postfix) with ESMTP id 3E310142A09; Wed, 29 Apr 2020 14:32:39 -0700 (PDT) Received: from mail-oi1-f195.google.com (mail-oi1-f195.google.com [209.85.167.195]) by vm-mailman-01.cca.edu.cca.edu (Postfix) with ESMTP id 09A681427DC for ; Wed, 29 Apr 2020 14:32:38 -0700 (PDT) Received: by mail-oi1-f195.google.com with SMTP id k133so3216890oih.12 for ; Wed, 29 Apr 2020 14:32:37 -0700 (PDT) X-Received: by 2002:aca:d441:: with SMTP id l62mr249039oig.9.1588195957165; Wed, 29 Apr 2020 14:32:37 -0700 (PDT) MIME-Version: 1.0 X-Google-Sender-Delegation: a.lopez@cca.edu From: Presidents Office Date: Wed, 29 Apr 2020 14:32:26 -0700 X-Google-Sender-Auth: AyfzA8TZe7T1NxgkOCkTZvsF8b0 Message-ID: To: staff-l@lists.cca.edu, faculty-l@lists.cca.edu Subject: [Faculty-l] Important Updates from the President and Provost X-BeenThere: faculty-l@lists.cca.edu X-Mailman-Version: 2.1.14 Precedence: list List-Id: All-Faculty mailing list List-Unsubscribe: , List-Archive: List-Post: List-Help: List-Subscribe: , Content-Type: multipart/mixed; boundary="===============8714640855020230457==" Errors-To: faculty-l-bounces@lists.cca.edu Sender: faculty-l-bounces@lists.cca.edu --===============8714640855020230457== Content-Type: multipart/alternative; boundary="000000000000dc89d605a474af88" --000000000000dc89d605a474af88 Content-Type: text/plain; charset="UTF-8" Content-Transfer-Encoding: quoted-printable Dear Colleagues, It has now been more than six weeks since we were together on campus. This pandemic has upended all of our lives, and we know some of you have experienced its impact in heartbreaking ways. The resilience, ingenuity, and compassion with which our community has confronted this crisis is both humbling and inspiring, and is a testament to your deep commitment to CCA= =E2=80=99s academic mission, our students, and one another. The announcement this week that our area will remain under a shelter-in-place order at least until the end of May, as well as Governor Newsom=E2=80=99s phased, months-long plan for reopening, underscore the gra= vity and uncertainty of the situation we face. Within this uncertain climate, we are seeking to make the best possible decisions=E2=80=94financially, socially, = and ethically=E2=80=94to protect the health, safety, and well-being of our comm= unity; advance our mission; secure the college=E2=80=99s future; and support our s= tudents, faculty, and staff. It is in this spirit that we write today to share with you more information on steps the college is considering to address the extraordinary financial challenges we face as we look toward a summer with no in-person classes or programs and prepare for the near certainty of a decline in enrollment for the year ahead. We as a college have many difficult decisions to make in the coming days, weeks, and months. The magnitude of the disruption this pandemic presents is unlike any in CCA=E2=80=99s 113-year history, and is amplified by the uncertainty surroun= ding the timeframe and criteria for a safe return to in-person interaction. We are confident that CCA will not only survive this crisis, but will do so with our commitment to making, collaboration, community engagement, and everything that makes us who we are intact. We recognize, however, that this will require many hard choices and significant sacrifices. Impacts of summer program reductions The cancelation of most summer programs resulted in approximately $3 million in lost revenue from tuition and fees and housing, as well as eliminating work that some employees would have done over the next few months. The ongoing campus closure will further reduce the work available for some other employees during this period. In response to similar situations, many colleges and universities across the country have already implemented or announced furloughs and fringe-benefit reductions. Regrettably, we anticipate such measures will soon be necessary at CCA as well. CCA will continue to pay all regular staff employees at current levels through May 15, when we complete our spring semester. As we move forward, we will try to minimize the number and duration of furloughs. We have already taken several steps to reduce expenses, including: - Ending of many temporary employee assignments - Implementation of a hiring freeze - Salary reductions of 25% and 10%, respectively, for the president and senior vice presidents - Suspension of all nonessential travel - Receipt of funding through the federal Higher Education Emergency Relief Fund It is clear that additional steps are necessary, however. Further efforts currently under consideration to reduce expenses and minimize furloughs include: - Temporarily suspending the college=E2=80=99s 5% discretionary contributi= on to CCA=E2=80=99s 403(b) employee retirement plan - Redeploying some staff members in affected positions to different positions where there is an immediate need in lieu of furloughs - Extending the current hiring freeze into the coming fiscal year - Forgoing or deferring salary increases - Extending graduated salary reductions to senior administrators beyond those previously announced - Applying to the Payroll Protection Program (PPP), a federal program designed to help organizations keep their workforces employed (CCA=E2=80= =99s eligibility is uncertain) We continue to look for additional savings across all of our operations, and as we consider the measures above, we are working in consultation with CCA=E2=80=99s academic and administrative leaders, our Board of Trustees, a= nd representatives from our two distinct SEIU collective bargaining units. Several of these measures under consideration will be discussed this week in negotiations with our SEIU staff union representatives. Negotiations have continued throughout this disruption, and we are pleased to report that this week, the two teams reached final agreement on a shared letter of understanding outlining policies related to health and safety, worker=E2=80= =99s comp, medical leave, health benefits, reimbursements, and sick leave related to COVID=E2=80=9319. We thank the representatives on both negotiati= ng teams for their diligent and thoughtful work. Looking ahead to fall We will have a fall semester. Our goal is for it to be as on-time and in-person as the situation=E2=80=94and the health and safety of our student= s and employees=E2=80=94allows. Academic Affairs staff are modeling a number of scenarios for delivering instruction this fall, each with the goal of coming together safely to provide our students with a successful, robust CCA experience. These possibilities range from a best-case scenario in which classes, programs, and studios operate in a near-normal way with enhanced cleaning and physical-distancing protocols, to hybrid approaches involving the continuation of some level of remote learning, adjusted semester dates, accommodations for incoming students who may still face travel restrictions, and/or some combination of remote and in-person instruction. While we are building out a variety of options and are highly optimistic that we=E2=80=99ll be back together in our classrooms and studios this fall= , it=E2=80=99s still too early to tell which scenario will be feasible. It is also too early to know the severity of the pandemic=E2=80=99s impact = on enrollment for the coming fall and spring semesters, although colleges and universities across the country are forecasting significant declines in both new and continuing students. We are heartened by the strong interest in CCA we=E2=80=99re seeing from prospective students, and our Admissions t= eam is working diligently to support them and their families during this uncertain period. As we=E2=80=99ve shared previously, our initial projection of COVID=E2=80= =9319=E2=80=99s financial impact on the college involves a tuition and housing revenue shortfall of approximately $9 million for the coming year. This is based on the anticipated decline in enrollment and unforeseen costs associated with remote curriculum delivery, physical distancing measures, additional financial support for students, and enhanced cleaning. Until we understand the actual impact of the pandemic on fall enrollment, this remains only an estimate. As we have new information to share, we will do so in a timely and transparent way. In the meantime, please continue to look to the COVID=E2= =80=9319 Portal page for information. CCA=E2=80=99s Communications office has also set up a desi= gnated email address, questions@cca.edu, where you may submit questions, which will be answered as quickly and thoroughly as possible. Human Resources questions may be directed to hr@cca.edu. And we have scheduled a series of regular all-faculty and all-staff Zoom meetings to provide a forum for questions and conversation. We are all navigating this difficult situation together, in our personal, professional, and creative lives, and we thank you once again for the resilience, resourcefulness, and kindness with which you are supporting our students and one another on this unwelcome journey. Sincerely, Stephen Beal President Tammy Rae Carland Provost --000000000000dc89d605a474af88 Content-Type: text/html; charset="UTF-8" Content-Transfer-Encoding: quoted-printable

Dear Colleagues,


It has now been mor= e than six weeks since we were together on campus. This pandemic has upende= d all of our lives, and we know some of you have experienced its impact in = heartbreaking ways. The resilience, ingenuity, and compassion with which ou= r community has confronted this crisis is both humbling and inspiring, and = is a testament to your deep commitment to CCA=E2=80=99s academic mission, o= ur students, and one another.


The announcement this week that our area wil= l remain under a shelter-in-place order at least until the end of May, as w= ell as Governor Newsom=E2=80=99s phased, months-long plan for reopening, un= derscore the gravity and uncertainty of the situation we face. Within this = uncertain climate, we are seeking to make the best possible decisions=E2=80= =94financially, socially, and ethically=E2=80=94to protect the health, safe= ty, and well-being of our community; advance our mission; secure the colleg= e=E2=80=99s future; and support our students, faculty, and staff.=C2=A0


It is in this spirit that we write today to shar= e with you more information on steps the college is considering to address = the extraordinary financial challenges we face as we look toward a summer w= ith no in-person classes or programs and prepare for the near certainty of = a decline in enrollment for the year ahead. We as a college have many diffi= cult decisions to make in the coming days, weeks, and months.=C2=A0<= /p>

The magnitude of the disruption this pandemic presen= ts is unlike any in CCA=E2=80=99s 113-year history, and is amplified by the= uncertainty surrounding the timeframe and criteria for a safe return to in= -person interaction. We are confident that CCA will not only survive this c= risis, but will do so with our commitment to making, collaboration, communi= ty engagement, and everything that makes us who we are intact. We recognize= , however, that this will require many hard choices and significant sacrifi= ces.=C2=A0


Impacts of summer = program reductions

The cancelation of most summer= programs resulted in approximately $3 million in lost revenue from tuition= and fees and housing, as well as eliminating work that some employees woul= d have done over the next few months. The ongoing campus closure will furth= er reduce the work available for some other employees during this period. I= n response to similar situations, many colleges and universities across the= country have already implemented or announced furloughs and fringe-benefit= reductions. Regrettably, we anticipate such measures will soon be necessar= y at CCA as well.=C2=A0


CCA will continue to = pay all regular staff employees at current levels through May 15, when we c= omplete our spring semester.=C2=A0=C2=A0


As w= e move forward, we will try to minimize the number and duration of furlough= s. We have already taken several steps to reduce expenses, including:


  • Ending of many temporary employee assignments<= /p>

  • Implementation of a hiring= freeze=C2=A0

  • Salar= y reductions of 25% and 10%, respectively, for the president and senior vic= e presidents

  • Suspen= sion of all nonessential travel

  • Receipt of funding through the federal Higher Education Emerge= ncy Relief Fund


It is clear that ad= ditional steps are necessary, however. Further efforts currently under cons= ideration to reduce expenses and minimize furloughs include:


=

  • Temporarily suspending the college=E2=80=99s 5% discretionary = contribution to CCA=E2=80=99s 403(b) employee retirement plan

  • Redeploying some staff members i= n affected positions to different positions where there is an immediate nee= d in lieu of furloughs

  • Extending the current hiring freeze into the coming fiscal year<= /p>

  • Forgoing or deferring sala= ry increases

  • Extend= ing graduated salary reductions to senior administrators beyond those previ= ously announced=C2=A0

  • Applying to the Payroll Protection Program (PPP), a federal program desi= gned to help organizations keep their workforces employed (CCA=E2=80=99s el= igibility is uncertain)


We continue= to look for additional savings across all of our operations, and as we con= sider the measures above, we are working in consultation with CCA=E2=80=99s= academic and administrative leaders, our Board of Trustees, and representa= tives from our two distinct SEIU collective bargaining units.

Several of these measures under consideration will be disc= ussed this week in negotiations with our SEIU staff union representatives. = Negotiations have continued throughout this disruption, and we are pleased = to report that this week, the two teams reached final agreement on a shared= letter of understanding outlining policies related to health and safety, w= orker=E2=80=99s comp, medical leave, health benefits, reimbursements, and s= ick leave related to COVID=E2=80=9319. We thank the representatives on both= negotiating teams for their diligent and thoughtful work.


Looking ahead to fall

We will have a fall semester.= Our goal is for it to be as on-time and in-person as the situation=E2=80= =94and the health and safety of our students and employees=E2=80=94allows.<= /span>

=C2=A0

Academic Affairs= staff are modeling a number of scenarios for delivering instruction this f= all, each with the goal of coming together safely to provide our students w= ith a successful, robust CCA experience. These possibilities range from a b= est-case scenario in which classes, programs, and studios operate in a near= -normal way with enhanced cleaning and physical-distancing protocols, to hy= brid approaches involving the continuation of some level of remote learning= , adjusted semester dates, accommodations for incoming students who may sti= ll face travel restrictions, and/or some combination of remote and in-perso= n instruction. While we are building out a variety of options and are highl= y optimistic that we=E2=80=99ll be back together in our classrooms and stud= ios this fall, it=E2=80=99s still too early to tell which scenario will be = feasible.


It is also too early to know the se= verity of the pandemic=E2=80=99s impact on enrollment for the coming fall a= nd spring semesters, although colleges and universities across the country = are forecasting significant declines in both new and continuing students. W= e are heartened by the strong interest in CCA we=E2=80=99re seeing from pro= spective students, and our Admissions team is working diligently to support= them and their families during this uncertain period.=C2=A0


=

= As we=E2=80=99ve shared previously, our initial projection = of COVID=E2=80=9319=E2=80=99s financial impact on the college involves a tu= ition and housing revenue shortfall of approximately $9 million for the com= ing year. This is based on the anticipated decline in enrollment and unfore= seen costs associated with remote curriculum delivery, physical distancing = measures, additional financial support for students, and enhanced cleaning.= Until we understand the actual impact of the pandemic on fall enrollment, = this remains only an estimate.


As we have new= information to share, we will do so in a timely and transparent way. In th= e meantime, please continue to look to the COVID=E2=80=9319 Porta= l page for information. CCA=E2=80=99s Communicat= ions office has also set up a designated email address, questions@cca.edu, where you may= submit questions, which will be answered as quickly and thoroughly as poss= ible. Human Resources questions may be directed to hr@cca.edu. And we have scheduled a series o= f regular all-faculty and all-staff Zoom meetings to provide a forum for qu= estions and conversation.


We are all navigati= ng this difficult situation together, in our personal, professional, and cr= eative lives, and we thank you once again for the resilience, resourcefulne= ss, and kindness with which you are supporting our students and one another= on this unwelcome journey.

=C2=A0

Sincerely,<= /span>


Stephen Beal

President


<= p dir=3D"ltr" style=3D"line-height:1.38;margin-top:0pt;margin-bottom:0pt"><= span style=3D"color:rgb(0,0,0);background-color:transparent;font-variant-nu= meric:normal;font-variant-east-asian:normal;vertical-align:baseline;white-s= pace:pre-wrap"><= /p>

Tammy Rae Carland

Provost


--000000000000dc89d605a474af88-- --===============8714640855020230457== Content-Type: text/plain; charset="us-ascii" MIME-Version: 1.0 Content-Transfer-Encoding: 7bit Content-Disposition: inline _______________________________________________ Faculty-l mailing list Faculty-l@lists.cca.edu http://lists.cca.edu/mailman/listinfo/faculty-l --===============8714640855020230457==--