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$50,000Shift Costs to Non-State FundsOptions under considerationRevenueHCI 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 SuccessAssumptionsCollege 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 OfficerPositions Currently HeldMail Processor – Auxiliary ServicesHourly position – Safety and Security (15 hrs/week)RetirementPurchasing ManagerShift Costs to Non-State FundsOptions under considerationGoods 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 trainingDeregulation – 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?