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[209.85.220.41]) by mx.google.com with SMTPS id z4sor7710202oor.19.2020.12.22.14.40.45 for (Google Transport Security); Tue, 22 Dec 2020 14:40:45 -0800 (PST) Received-SPF: pass (google.com: domain of presidents-office@cca.edu designates 209.85.220.41 as permitted sender) client-ip=209.85.220.41; X-Received: by 2002:a4a:3001:: with SMTP id q1mr16405398oof.88.1608676845163; Tue, 22 Dec 2020 14:40:45 -0800 (PST) MIME-Version: 1.0 Sender: a.lopez@cca.edu X-Google-Sender-Delegation: a.lopez@cca.edu From: Presidents Office Date: Tue, 22 Dec 2020 14:40:34 -0800 Message-ID: Subject: [All Staff] Year-end update from the president and senior leadership team To: undisclosed-recipients:; Content-Type: multipart/alternative; boundary="000000000000ea346a05b71543d6" Bcc: allstaff@cca.edu X-Original-Sender: a.lopez@cca.edu X-Original-Authentication-Results: mx.google.com; dkim=pass header.i=@cca.edu header.s=google header.b=MLMj3RbQ; spf=pass (google.com: domain of presidents-office@cca.edu designates 209.85.220.41 as permitted sender) smtp.mailfrom=presidents-office@cca.edu Reply-To: a.lopez@cca.edu Precedence: list Mailing-list: list allstaff@cca.edu; contact allstaff+owners@cca.edu List-ID: X-Spam-Checked-In-Group: allstaff@cca.edu X-Google-Group-Id: 610754208169 List-Post: , List-Help: , List-Archive: List-Unsubscribe: , --000000000000ea346a05b71543d6 Content-Type: text/plain; charset="UTF-8" Content-Transfer-Encoding: quoted-printable Dear CCA Community, As this long, strange, and challenging year draws to a close and the college begins a well-deserved winter break, we are writing to share updates on several key topics that together offer a snapshot of the state of the college. There is some sobering news as we continue to face substantial challenges, but there is also light on the horizon. While this has been a year of tremendous uncertainty and sacrifice, CCA entered this period from a place of stability built over years of prudent planning and operation. This stable foundation, combined with decisive actions early in the pandemic, has enabled us to navigate the disruption while keeping our curriculum, academic experience, and culture true to our values. It is a precarious time for higher education, particularly for small, private colleges. Some will not survive. CCA will. We will turn the page on 2020 and continue to deliver an education in accordance with our mission and vision well into the future. We hope you find the updates below helpful and informative. We are grateful for the extraordinary work you=E2=80=99ve done and support you=E2=80=99ve s= hown one another throughout this difficult year. As we enter this holiday season, you remind us daily that our CCA community is what will bring us through this crisis. Finally, we invite you to spend some time admiring the work of our newest CCA graduates on the Fall 2020 Showcase . There couldn=E2=80= =99t be a better testament to the perseverance, resilience, and talent of our students than this profound example of what they have accomplished in the face of unimaginable challenges. Warm regards and best wishes for a happy, healthy, and productive new year, Steve Beal, president and the CCA senior leadership team ------------------------------ Enrollment We knew this pandemic year, with teaching and learning happening remotely, would result in a decline in enrollment. Fall enrollment fell within our projected range=E2=80=94down 230 students (about 12%) from the previous yea= r. (For context, our closest peer institutions saw enrollment declines ranging from about 10% to 25%.) Our early decision to shift to a remote fall semester gave students and their families, as well as faculty and staff, more time to prepare. Our highly personalized approach to working with students to address their needs in this new environment also helped keep enrollment from declining further. For spring 2021, here=E2=80=99s where enrollment stands currently: - 1,075 enrolled undergraduates (down 271 from spring 2020) - 321 enrolled graduate students (down 56 from spring 2020) - Anticipated spring 2021 enrollment is about 1,400 students=E2=80=94appro= ximately 300 fewer (20%) than last spring. - 50 new undergraduate students starting in spring (slightly more than our typical entering class for spring; these students have gone through the entire admission and enrollment process during the pandemic) New applications for fall are promising, and we sent out a record number of first-year early-action admissions decisions this month. We also expect many students who postponed their admission or took a leave during the pandemic to return as soon as we are back in person, and we look forward to welcoming a full=E2=80=94and highly qualified=E2=80=94cohort in fall 2021. Budget and financial management In September, CCA=E2=80=99s Board of Trustees approved a budget dependent o= n the use of reserves for the current fiscal year (July 1, 2020=E2=80=93June 30, = 2021). This budget included $12 million (15%) in expense savings we were able to realize through shared sacrifices across the college, including measures such as furloughs, a limited number of layoffs, suspension of the employer contribution for the retirement plan, no regular salary increases, and salary reductions at the cabinet level. Even with these cost-saving efforts, however, for the first time in more than twenty years, the Board approved a $5.6-million-deficit budget. The budget was based on anticipations of a hybrid spring 2021 semester with approximately 300 students living in Founders Hall. Last week, we presented the Finance-Audit Committee of the Board with an update on financial expectations for the current fiscal year that reflect the impact of the pandemic=E2=80=99s winter surge, which has delayed our pl= anned return to hybrid instruction and lowered the demand for campus housing. With the revised spring projections, we now forecast the shortfall for the year, despite the expense-saving measures we=E2=80=99ve implemented, to be = $8.2 million. Fortunately, the college has built limited reserves through years of careful fiscal management. The Board has agreed to the temporary use of some of these reserves to limit further reductions, enabling us to maintain the quality of our students=E2=80=99 academic experience and preserve the c= ollege=E2=80=99s ability to return quickly to a full, on-campus program as soon as it is safe to do so. To mitigate this deficit and replenish reserves, President Beal and the Board of Trustees are engaged in a focused fundraising effort that has already addressed nearly a quarter of the shortfall. Additionally, the San Francisco Mayor=E2=80=99s Office has granted an emergency order to allow ro= oms in the Panoramic=E2=80=94which CCA leases but does not currently need=E2=80=94= to be offered to non-students. With CCA=E2=80=99s support, the building=E2=80=99s owner is w= orking with nonprofits and agencies to make these rooms available as transitional housing, providing some financial relief to CCA and preventing these rooms from sitting empty in the midst of a housing crisis. Spring planning As we=E2=80=99ve seen throughout the past 10 months, this virus is unpredic= table and requires plans that are flexible and responsive. We are fortunate to have a creative, collaborative community, and our staff and faculty have worked tirelessly to adapt to the changing circumstances and support our students. We will continue to communicate quickly and thoroughly as the spring semester approaches, and beyond as circumstances evolve. Academic schedule Building on what we learned from students and faculty about their experience this fall, and with input from the deans, program chairs and academic staff have done outstanding work to create a spring 2021 course schedule and delivery model that will be successful. - The course schedule has been adjusted to accommodate our global student body. - The spring semester will start one week later than originally planned=E2= =80=94on Monday, January 25, 2021. Classes will end as originally planned on May = 9, 2021. - We will not have a spring break in order to maintain required health and safety guidelines around quarantining. If we were to schedule a spring break, it would add extra weeks to the semester because of quarantine an= d testing requirements. - We are committed to getting back to in-person and on-campus instruction as soon as it is safe, and at that time we will return to a regular cour= se schedule. Facilities We are readying facilities, including tented space on the Backlot, to support a mix of in-person, hybrid classes and individual studio makers=E2= =80=99 spaces as soon as state and local health department orders allow. Return to Campus (Prevention) Plan - We=E2=80=99ve updated our Prevention Plan for a safe return to campus to reflect new directives issued by the State of California and the San Francisco and Alameda County health departments. = We will continue to update it as guidelines and restrictions evolve. - The plan now includes information on testing and screening for campus-based staff and students in the spring. - In developing our plan, CCA worked closely with health officials, including infectious disease experts from Kaiser and Stanford. Housing and Dining Founders Hall is open and housing and dining options are available for students who need them. Detailed information is available on the Housing and Dining COVID=E2=80=9319 Protocols page on Portal. A few highlights include: - All rooms are single occupancy. - Required meal plans are available at Makers Cafe, and all meals are take-out only until further notice. - Residents may move in on either January 23 or March 6. - Advance COVID=E2=80=9319 testing is required prior to move-in. - All residents will be required to quarantine in their unit for 14 days upon arrival. Campus planning Construction on Double Ground, the Studio Gang-designed expansion of our San Francisco campus that is at the center of our plans for unification, was scheduled to begin last April and was paused due to the pandemic. Unification of our two campuses remains central to CCA=E2=80=99s long-term = success and sustainability, and the two-year construction process will commence as soon as we are able to proceed with clarity and confidence. This delay does not mean progress has stopped toward our ultimate goal of creating a unified, residential campus. Several positive steps have taken place this fall, including: - Founders Hall, CCA=E2=80=99s new on-campus residence hall and dining fac= ility, opened on schedule this fall. Currently home to about 100 CCA students, = at full occupancy it will house more than 500 students as the cornerstone o= f our new residential campus. - Clifton Hall, the former dorm on CCA=E2=80=99s Oakland campus, was sold = to the City of Oakland to provide much-needed, deeply affordable housing for homeless families and seniors. The first residents are scheduled to move= in at the end of this month. - =E2=80=9CThe four-plex,=E2=80=9D a small building adjacent to Clifton Ha= ll, was also sold, as has long been planned. Diversity, equity, inclusion, and belonging Throughout the summer and fall, work has been taking place throughout the college to increase accountability and promote anti-racism and equity at CCA. Over the summer, the President's Diversity Steering Group (PDSG) solicited and organized recommendations from the CCA community. Some of these recommendations were implemented immediately and others are being developed, as this work is ongoing. President Beal, Provost Carland, Gesita Tafesse (Assistant Dean of Students for Diversity, Inclusion & Community Engagement), and Adriana Lopez Lobovits (Special Assistant and Board Liaison, Office of the President) have met regularly through the fall with representatives from three student groups=E2=80=94Black Brilliance, Students of Color Coalition, and the Worki= ng Class BIPOC Grant Campaign=E2=80=94to address a list of ten demands from the stud= ents to support the needs of CCA=E2=80=99s BIPOC community and create systemic chan= ge at the college. We look forward to reporting the progress we=E2=80=99ve made i= n addressing these demands early in the new year. Another group has been meeting with people across the college to develop a framework for building diversity, equity, inclusion, and belonging fully into the institutional structure, culture, and curriculum of CCA. Some of this work has been done with guidance from Dr. Sonia Ma=C3=B1jon , whom CCA engaged as a consultant to advise on the development of the diversity, equity, and inclusion framework; facilitate an equity-focused retreat session with the Senior Cabinet; and aid the Board of Trustees in their efforts to become more diverse, equitable, and inclusive. Also this year, the college developed guidelines and resources, collectively authored by the Decolonial School , intended to help the CCA community integrate the practice of Indigenous Land Acknowledgement into the school=E2=80=99s culture. Advancement and fundraising Acknowledging the extraordinary financial pressures and disruption the pandemic has created for many of our students and their families, the Advancement team=E2=80=99s primary fundraising focus this year is student a= id in the form of scholarships, emergency funds, and housing grants. - Our goal for this fiscal year is to raise $1.5 million in incremental gifts for scholarships and student aid, with a focus on support for diversity students and students with immediate financial need. - Six months into the fiscal year, Advancement has raised $1.2 million toward that goal. - Gifts and pledges specifically for diversity scholarships total $702,000= . - We have created several new scholarships for diversity students, including the Sandra Vivanco Scholarship and Diversity in Design Scholarship , and have renewed existing diversity scholarships, such as the Kalmanovit= z Scholarship. Collective bargaining Bargaining continues regarding the two separate and equally important sets of labor negotiations with SEIU Local 1021. You may find ongoing updates on Portal for staff collective bargaining and adjunct faculty collective bargaining . --000000000000ea346a05b71543d6 Content-Type: text/html; charset="UTF-8" Content-Transfer-Encoding: quoted-printable

Dear CC= A Community,


As this long, strange, and challenging year draws= to a close and the college begins a well-deserved winter break, we are wri= ting to share updates on several key topics that together offer a snapshot = of the state of the college. There is some sobering news as we continue to = face substantial challenges, but there is also light on the horizon.=C2=A0<= /span>


While this has been a year of tremendous uncertainty and sacri= fice, CCA entered this period from a place of stability built over years of= prudent planning and operation. This stable foundation, combined with deci= sive actions early in the pandemic, has enabled us to navigate the disrupti= on while keeping our curriculum, academic experience, and culture true to o= ur values.=C2=A0


It is a precarious time for higher education,= particularly for small, private colleges. Some will not survive. CCA will. We will turn the page on 2020 and continue t= o deliver an education in accordance with our mission and vision well into = the future.


We hope you find the updates below helpful and inf= ormative. We are grateful for the extraordinary work you=E2=80=99ve done an= d support you=E2=80=99ve shown one another throughout this difficult year. = As we enter this holiday season, you remind us daily that our CCA community= is what will bring us through this crisis.


Finally, we invite= you to spend some time admiring the work of our newest CCA graduates on th= e Fall 2020 S= howcase. There couldn=E2=80=99t be a better testament to the pers= everance, resilience, and talent of our students than this profound example= of what they have accomplished in the face of unimaginable challenges.



Warm regards and best wishes for a happy, healthy, and produc= tive new year,


Steve Beal, president

and the CCA seni= or leadership team





= Enrollment

We knew this pandemic year, with teaching and learning = happening remotely, would result in a decline in enrollment. Fall enrollmen= t fell within our projected range=E2=80=94down 230 students (about 12%) fro= m the previous year. (For context, our closest peer institutions saw enroll= ment declines ranging from about 10% to 25%.) Our early decision to shift t= o a remote fall semester gave students and their families, as well as facul= ty and staff, more time to prepare. Our highly personalized approach to wor= king with students to address their needs in this new environment also help= ed keep enrollment from declining further.=C2=A0


For spring 2= 021, here=E2=80=99s where enrollment stands currently:=C2=A0=C2=A0=C2=A0

  • 1,075 enrolled undergraduates (down 271 from spring 20= 20)

  • 321 enrolled gr= aduate students (down 56 from spring 2020)

  • Anticipated spring 2021 enrollment is about 1,400 s= tudents=E2=80=94approximately 300 fewer (20%) than last spring.=C2=A0=C2=A0=

  • 50 new undergradua= te students starting in spring (slightly more than our typical entering cla= ss for spring; these students have gone through the entire admission and en= rollment process during the pandemic)


New applicat= ions for fall are promising, and we sent out a record number of first-year = early-action admissions decisions this month. We also expect many students = who postponed their admission or took a leave during the pandemic to return= as soon as we are back in person, and we look forward to welcoming a full= =E2=80=94and highly qualified=E2=80=94cohort in fall 2021.=C2=A0=C2=A0=C2= =A0

Budget and financial management

In September, CCA=E2=80=99s Board of Trustees approved a budget dependent = on the use of reserves for the current fiscal year (July 1, 2020=E2=80=93Ju= ne 30, 2021). This budget included $12 million (15%) in expense savings we = were able to realize through shared sacrifices across the college, includin= g measures such as furloughs, a limited number of layoffs, suspension of th= e employer contribution for the retirement plan, no regular salary increase= s, and salary reductions at the cabinet level. Even with these cost-saving = efforts, however, for the first time in more than twenty years, the Board a= pproved a $5.6-million-deficit budget. The budget was based on anticipation= s of a hybrid spring 2021 semester with approximately 300 students living i= n Founders Hall.=C2=A0=C2=A0


Last week, we presented the Finan= ce-Audit Committee of the Board with an update on financial expectations fo= r the current fiscal year that reflect the impact of the pandemic=E2=80=99s= winter surge, which has delayed our planned return to hybrid instruction a= nd lowered the demand for campus housing. With the revised spring projectio= ns, we now forecast the shortfall for the year, despite the expense-saving = measures we=E2=80=99ve implemented, to be $8.2 million.


Fortun= ately, the college has built limited reserves through years of careful fisc= al management. The Board has agreed to the temporary use of some of these r= eserves to limit further reductions, enabling us to maintain the quality of= our students=E2=80=99 academic experience and preserve the college=E2=80= =99s ability to return quickly to a full, on-campus program as soon as it i= s safe to do so.=C2=A0


To mitigate this deficit and replenish = reserves, President Beal and the Board of Trustees are engaged in a focused= fundraising effort that has already addressed nearly a quarter of the shor= tfall. Additionally, the San Francisco Mayor=E2=80=99s Office has granted a= n emergency order to allow rooms in the Panoramic=E2=80=94which CCA leases = but does not currently need=E2=80=94to be offered to non-students. With CCA= =E2=80=99s support, the building=E2=80=99s owner is working with nonprofits= and agencies to make these rooms available as transitional housing, provid= ing some financial relief to CCA and preventing these rooms from sitting em= pty in the midst of a housing crisis.


Spring p= lanning

As we=E2=80=99ve seen throughout the past 10 months, this = virus is unpredictable and requires plans that are flexible and responsive.= We are fortunate to have a creative, collaborative community, and our staf= f and faculty have worked tirelessly to adapt to the changing circumstances= and support our students. We will continue to communicate quickly and thor= oughly as the spring semester approaches, and beyond as circumstances evolv= e.


Academic schedule

Building on what we learned from students and faculty abo= ut their experience this fall, and with input from the deans, program chair= s and academic staff have done outstanding work to create a spring 2021 cou= rse schedule and delivery model that will be successful.=C2=A0

  • The course schedule has been adjusted to accommodate our global = student body.

  • The spring semester will start one= week later than originally planned=E2=80=94on Monday, January 25, 2021. Cl= asses will end as originally planned on May 9, 2021.

  • We will not have a spring break in order to maintain required health a= nd safety guidelines around quarantining. If we were to schedule a spring b= reak, it would add extra weeks to the semester because of quarantine and te= sting requirements.

  • We are committed to getting back to in-person and on-campus instruction as= soon as it is safe, and at that time we will return to a regular course sc= hedule.


    • Facilities<= /span>

    We are readying facilities, including tented spac= e on the Backlot, to support a mix of in-person, hybrid classes and individ= ual studio makers=E2=80=99 spaces as soon as state and local health departm= ent orders allow.=C2=A0=C2=A0


    Return to Campus (Prevention) Plan


    Housing and Dining

    Founders Hall is open and hou= sing and dining options are available for students who need them. Detailed = information is available on the Housing and Dining COVI= D=E2=80=9319 Protocols page on Portal. A few highlights include:<= /span>

    • All rooms are single occupancy.

    • Required meal plans are available at Ma= kers Cafe, and all meals are take-out only until further notice.

      =

    • Residents may move in on eith= er January 23 or March 6.

    • Advance COVID=E2=80=9319 testing is required prior to move-in.=C2=A0=

    • All residents will= be required to quarantine in their unit for 14 days upon arrival.=C2=A0


    Campus planning

    Construction= on Double Ground, the Studio Gang-designed expansion of our San Francisco = campus that is at the center of our plans for unification, was scheduled to= begin last April and was paused due to the pandemic. Unification of our tw= o campuses remains central to CCA=E2=80=99s long-term success and sustainab= ility, and the two-year construction process will commence as soon as we ar= e able to proceed with clarity and confidence. This delay does not mean pro= gress has stopped toward our ultimate goal of creating a unified, residenti= al campus.=C2=A0


    Several positive steps have taken place this = fall, including:

      <= li dir=3D"ltr" style=3D"list-style-type:disc;background-color:transparent;f= ont-variant-numeric:normal;font-variant-east-asian:normal;vertical-align:ba= seline;white-space:pre">

      Founders Hall, CCA=E2=80=99s new on-campus residence= hall and dining facility, opened on schedule this fall. Currently home to = about 100 CCA students, at full occupancy it will house more than 500 stude= nts as the cornerstone of our new residential campus.

    • Clifton Hall, the former dorm on CCA=E2=80=99s Oakland ca= mpus, was sold to the City of Oakland to provide much-needed, deeply afford= able housing for homeless families and seniors. The first residents are sch= eduled to move in at the end of this month.=C2=A0

    • =E2=80=9CThe four-plex,=E2=80=9D a small building adjacent to= Clifton Hall, was also sold, as has long=C2=A0 been planned.=C2=A0<= /p>


    Diversity, equity, inclusion, and belonging=

    Throughout the summer and fall, work has been taking place throug= hout the college to increase accountability and promote anti-racism and equ= ity at CCA. Over the summer, the President's Diversity Steering Group (= PDSG) solicited and organized recommendations from the CCA community. Some = of these recommendations were implemented immediately and others are being = developed, as this work is ongoing.


    President Beal, Provost Ca= rland, Gesita Tafesse (Assistant Dean of Students for Diversity, Inclusion = & Community Engagement), and Adriana Lopez Lobovits (Special Assistant = and Board Liaison, Office of the President) have met regularly through the = fall with representatives from three student groups=E2=80=94Black Brillianc= e, Students of Color Coalition, and the Working Class BIPOC Grant Campaign= =E2=80=94to address a list of ten demands from the students to support the = needs of CCA=E2=80=99s BIPOC community and create systemic change at the co= llege. We look forward to reporting the progress we=E2=80=99ve made in addr= essing these demands early in the new year.=C2=A0


    Another grou= p has been meeting with people across the college to develop a framework fo= r building diversity, equity, inclusion, and belonging fully into the insti= tutional structure, culture, and curriculum of CCA. Some of this work has b= een done with guidance from Dr. Sonia Ma=C3=B1jon, whom CCA engaged as a consultant to advise on the development of the = diversity, equity, and inclusion framework; facilitate an equity-focused re= treat session with the Senior Cabinet; and aid the Board of Trustees in the= ir efforts to become more diverse, equitable, and inclusive.

    =C2= =A0

    Also this year, the college developed guidelines and resources= , collectively authored by the Decolonial School, intended to help the CCA co= mmunity integrate the practice of Indigenous L= and Acknowledgement into the school=E2=80=99s culture.=C2=A0


    Advancement and fundraising

    Acknowledgin= g the extraordinary financial pressures and disruption the pandemic has cre= ated for many of our students and their families, the Advancement team=E2= =80=99s primary fundraising focus this year is student aid in the form of s= cholarships, emergency funds, and housing grants.

    • Our goal for this f= iscal year is to raise $1.5 million in incremental gifts for scholarships a= nd student aid, with a focus on support for diversity students and students= with immediate financial need.

    • Six = months into the fiscal year, Advancement has raised $1.2 million toward tha= t goal.

    • Gifts and pledges specifical= ly for diversity scholarships total $702,000.

    • We have created several new scholarships for diversity students, = including the Sandra Vivanco Scho= larship and Diversity in D= esign Scholarship, and have renewed existing diversity scholarshi= ps, such as the Kalmanovitz Scholarship.=C2=A0


    Collective bargaining

    Bargaining continues regarding th= e two separate and equa= lly important sets of labor negotiations with SEIU Local 1021. You may find= ongoing updates on Portal for staff collective bargaining and adjunct faculty collective bargaining= .=C2=A0

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