Academic Advising Specialist at San Jose-Evergreen Community College District
Employing Organization
Team
Decision makers at San Jose-Evergreen Community College District
Acting Dean, Workforce Institute (Community College Center for Economic Mobility)
Adjunct Faculty, DE Coordinator
Associate Faculty
Associate Faculty
Key decision makers in the same organization
Organization Signals
Board meetings, strategic plans, and buyer signals from Carla Esquivel Magaña’s organization
The committee held a meeting to discuss bond and district updates. Additionally, the committee formally approved its goals for the 2026-2027 academic year and reviewed the committee charge, which was amended to include requirements regarding cybersecurity and accessibility.
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The meeting included the election of a co-chair and discussions regarding the committee's charge and goals, resulting in revisions to both documents. Additionally, the committee reviewed the FY 26-27 IRAP process and budget requests, as well as the upcoming FY 27-28 IRAP process.
The Council reviewed the draft CAC Committee Form for 2026-2027, discussing membership structures and leadership models. Updates were provided on the program review process and budget request forms, including integration with the eLumen system. Discussions took place regarding the potential creation of an ARISE Committee to merge program review and outcome assessment functions, while maintaining academic senate primacy over learning outcomes. Additional topics included the development of a participatory governance handbook, accreditation oversight responsibilities, and planning for a fall retreat to align college goals with district priorities. Various standing committees, including Academic and Classified Senates and the Associated Student Government, provided operational updates.
This document outlines a budget outlook and transformation agenda with a primary focus on achieving long-term sustainability through disciplined investment and strategic optionality. Key pillars include optimizing assets via value creation and value stream mapping, ensuring student success, and enhancing transparency and accountability through a Budget-in-Brief. The plan addresses fiscal challenges with mitigation strategies such as enrollment management, pension stabilization, and lean budgeting, while also detailing a shared services redesign for IT to improve efficiency and reduce costs. The overarching goal is to reinforce fiscal stability and build future resilience for the entity.
Extracted from official board minutes, strategic plans, and video transcripts.
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