Post on 21-Dec-2015
Shoreline Community College
All Campus MeetingApril 2, 2010
Process OutlineDetermine the college’s strategic objectivesFrame rationale for restructuringCommunicate regularly throughout processDescribe how qualitative/quantitative information
is being considered in decision makingCommunicate rationale for all final restructuring
decisionsCore ThemesLegislators pass a balanced budget
Budget Priorities SummaryState budget shortfalls have reduced funding
to CC’s by $82M or 11% over last two years. 2010 Supplemental budget likely to decrease
funding by additional $17M to $27M next year.
There has been a 16% increase in enrollments compared to a decrease in state funding of 13% to 14% system wide.
2011-13 biennium to see additional state budget shortfall of $2-$5B.
Office of HR & Legal AffairsVPHR ConsiderationsAll HR/Payroll staff positions require a specific
progression of technical knowledge, skills and abilities (KSAs) to provide:Regulatory and contractual complianceAccurate and timely payment of payroll and benefitsAdministration of civil rights
Entry-level position’s duties can be moved to higher-level skill sets, but reverse is not possible
Reduction of 1/5 of staff will require change in our traditional business procedures to achieve necessary cost savings
Office of HR & Legal AffairsBudget ReductionsPositions Currently HeldHuman Resources – HR Consultant Assistant 1
Presidents OfficeAssumptions
Cut to the penny ~ “Freeze”Meet legal/contractual obligationsAccreditationNo permanent restructure
Presidents OfficeInformation/Data Used
Anonymous Comments from CommunityComparative organizational structuresOperating budgets / State AllocationsNet Financial Contribution
Presidents OfficeBudget ReductionsVacantOffice of Advancement– Communication Consultant 2Goods &Services$50,000
Shift Costs to Non-State FundsOptions under consideration
RevenueHCI ContractCell tower (pending)Partnerships, rentalsDirector position
Office of Academic AffairsAssumptions
Cut to the penny ~ “Freeze”Meet legal/contractual obligationsMake FTE allocationAccreditationNo permanent restructure Invest strategically
Office of Academic AffairsInformation/Data Used
Anonymous Comments from Community Net financial contribution Maintain instructional quality Program cost Program mix Enrollment trends Staffing by program Cost/FTE Budgets/program Program cost vs. FTE generation Student/faculty ratio by program
Office of Academic AffairsBudget ReductionsVacantScience – SecretaryCBCE@LFP – Program AssistantCBCE@LFP – Communication Consultant 3Library – Secretary SeniorCommunications – 1Philosophy – 1Music – 1 (retire)Mathematics – 1 (retire)
Office of Academic AffairsBudget Reductions (continued)Positions Currently HeldCBCE@LFP – Information Technology
Specialist 4CBCE@LFP – Program Manager APhysical Education – 1 Director of CBCEDean of Library Combined, Director of ABE/ESL/GED/Workforce-
Restructure
Shift Costs to Non-State FundsOptions under consideration
Office of Academic Affairs Restructure Library, media services, eLearning Dean of IAS/SS Parent Child Center Dean of IAS/SS Program Chair – Library Dean of IAS/SS Business/BusTch Dean of HO/PE Writing & Learning center Dean of Humanities Solar/Clean Energy Dean of Workforce Business Accelerator Dean of Workforce Establish Contract Training Dean of Workforce Technology Support Service VPAS
Administrative Restructure Combine areas of Workforce and ABE/ESL/GED Close or renegotiate Lake Forest Park Lease Explore non-credit options with LWTC & Bellevue College
Student Success
AssumptionsCollege shall meet:
Legal and contractual obligations;Accreditation standards;Full-time equivalent (FTE) targets
Budget reduction range between $1.5 to $2.0 million
Any level of budget reduction will impact programs/ services to students.
Student SuccessTypes of Information/Data UsedStrategic DirectionsStrategic ObjectivesFocus on LearningLiterature/Professional DevelopmentCAS – Council on the Advancement of Standards in Higher
EducationDepartment Annual ReportsEnrollment TrendsCollege Fiscal TrendsEmployee/Student Ratios across StateDepartment, Committee, & Individual InputState Budget Developments – Freeze Impact
Student SuccessTypes of Information/Data Used Multiple Sources of Information/Data UsedTangible/ Non-tangibleBreadth and Depth is extensiveExamples:
Headcount versus FTE All headcounts are not created equal.
Transactions: ~10,500 Applications processed ~14,500 Transcripts processed
Compliance & Reporting: Immigration – SEVIS, Financial Aid, FERPA, ADA
Student SuccessBudget ReductionsVacantStudent Leadership – Program Manager AStudent Success – Fiscal Technician 1
Temporary PositionPro-Rata Academic Advisor, International Programs – 1
Administrative RestructureCombined, Director of Enrollment Services/Financial
Aid
Student SuccessRestructure: Student Services: One Stop
Student SuccessRestructureCenter for Equity & EngagementFocus on learning, co-curricular, student/campus lifeMulti-cultural CenterWomen’s CenterStudent Leadership CenterCEO/LCNRunning StartBehavioral Intervention Team – Pilot stageFuture Residential LifeFuture Title III
Student SuccessRestructureAdvising & CounselingFocus on learningFormalizing the liaison roles to the academic divisionsRetain centralized location for studentsReporting lines to Academic Affairs – DeansContinue work started with A&C Faculty SenatePotential creation of Program Chair for continuity
Student SuccessRestructureParent Child CenterFocus on learning – Built as a learning labMove to IAS/SS to formally connect Parent Child
Center, Parent Co-ops, and Early Childhood Education.
Administrative ServicesAssumptions & Strategic Objectives
Cut to the Penny ~ “Freeze”Meet legal/contractual obligationsAccreditationAlign functions to maximize support potentialEmphasize support for community engagement
and revenue generationOptimize workforce capacity
Administrative ServicesInformation/Data Used
Anonymous Comments from CommunityComparative organizational structuresStaffing by areaProgram costOperating budgets / State AllocationsNet Financial ContributionEnrollment trendsTransactions Data
Administrative ServicesBudget ReductionsVacant PositionCampus Security Officer
Positions Currently HeldMail Processor – Auxiliary ServicesHourly position – Safety and Security (15 hrs/week)
RetirementPurchasing Manager
Shift Costs to Non-State FundsOptions under consideration
Goods and Services$75,000 Reduction
Administrative ServicesRestructureFinancial Services3 positions affected
Purchasing Manager position eliminatedFiscal Technician 2 Director of Financial
ServicesFiscal Specialist 1 Director of Financial
Services
Budget and Internal ControlsBudget integrity, financial planning and strategic
assessmentNew emphasis: Revenue Generation ~ Grants and
Contracts
Next StepsLast half of 2009-2011
Continued decline in state operatingFinalizing budget plan
Next biennium 2011-2013Continued decline in state operatingImpact of competitorsCollege budget priorities survey
College Budget Priorities SurveySurvey If you had additional resources at your college, where
and how would you deploy them if those resources were (a) on-going and (b) one-time?
What are the most crucial needs faced by your college?
If we had to implement an additional 20% reduction in state funding next biennium: What sorts of actions would you need to take at your
college to implement such a reduction? What would be the short- and long-term consequences
of such a reduction on your college? What changes should the system as a whole consider if
we had to implement such a reduction?
2011-2013 Operating Budget Request
Principles for Budget DevelopmentThe budget request should:
Emphasize colleges’ vital role in state and local economic recovery and development using data and performance measures to demonstrate the system’s contribution to the economy and local communities;
Maintain educational quality as well as affordability and result in promoting student retention and success using best practices and innovation;
Promote long-term system plans;
Address statewide goals while meeting local needs.
2011-2013 Operating Budget RequestBudget Request ThemesAccess
Maintain the open door Excellence through inclusion
Increase student success Using best practices and innovation Focus on students who are falling behind
Innovation Students are changing, more instruction in being delivered
through eLearning, budget should reflect this.
Training the Workforce and Decreasing Social Costs Find new ways to demonstrate our importance to economic
development using data as well as stories and examples. Show cost of unemployed who don’t get training
Deregulation – Remove self-imposed barriers and focus on performance outcomes.
2011-2013 Operating Budget RequestAdditional Questions and Considerations
Should the budget request be sized to reflect total needs of the system, or should it be downsized to reflect the state’s budget situation?
How will we counter the argument that since we keep doing more with less, why should the legislature give us additional resources?
Should the budget request take the traditional form of line item inputs, or should a new contractual approach, emphasizing outcomes, be taken?
Is there an opportunity in the 2011-13 budget cycle to lessen the distinction between operating and capital budgets, and to look more closely at how these work together?
Should we take a position on a tax increase?