the budget strategy - ohlone college · increased marketing helping students complete degrees and...
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THE BUDGET STRATEGY Budget Committee Meeting – May 7, 2019
Mission Statement
Ohlone College responds to the educational and workforce needs of our diverse community by offering high quality instruction supporting basic skills, career development, university transfer, and personal enrichment, and by awarding associate degrees and certificates to eligible students. Ohlone is a safe, innovative, multicultural, and inclusive environment where successful learning and achievement are highly valued, supported, and continually assessed.
18/19 19/
STUDENT SUCCESS METRICS
Projected Growth Assumptions
18/19 19/20 20/21 21/22
Resident FTES 7,252* 7,303 7,527 7,682
Inc/Dec % -3.75% 0% 3% 2%
18/19 19/20 20/21 21/22
Pell Count 1,293 1,293 1,332 1,358
Inc/Dec % -20% 0% 3% 2% *Does not Include Summer shift from 17-18 year (702 FTES)
ENROLLMENT
20 20/21 21/22
Student Success All Students 5-10% 0% 3% 2%
Student Success Bonus 0% 0% 3% 2%
SUPPLEMENTAL
Initial Plan
GOAL - IMPROVE METRICS ase Enrollment (FTES) • Incre
GOAL - ADVOCACY • Legislative changes in the SCFF
• Increase Financial Aid Recipients
(Supplemental)
• Increase Student Success Metrics
GOAL - INCREASE REVENUE &
DECREASE COSTS • Improve Metrics
• Increase Non-Apportionment Revenue
• Temporary Freeze on Vacant Positions
Managing the Plan Enrollment in Spring (ACB opening)
Financial Aid and Promise Recipients Student Success Count
CCC Chancellor’s Office changes on the SCFF Governor’s January Budget Proposal
Non-apportionment Sources
Initial Plan September
Check In Updated
Projections March
Check In
Ohlone’s 18-19 Year-end Budget Enrollment in Summer and Fall
FON and 50% Law Calculations CCC Chancellor’s Office changes on the SCFF
State Budget Student Success Count
Non-apportionment Sources
Financial Aid Capacity and Efforts
Financial Aid Capacity
Fremont Newark Union City San Jose California Oakland Salinas Lancaster
Families 59,673 10,711 17,341 234,219 8,862,523 66,221 32,140 35,255
Family Income 7,700 1,917 3,433 52,052 2,903,224 33,416 13,858 16,520 < $50k
Percent 12.9% 17.9% 19.8% 22.2% 32.8% 37.9% 43.1% 46.9%
Financial Aid Students
15-16 16-17 17-18 18-19 % Change
Fall/Spring Headcount 16,740 14,715 12,798 11,743 - 29.9%
Promise/BOG Recipients 4,390 4,179 3,773 3,243 - 26.1%
% of Enrollment 26.2% 28.4% 29.5% 27.6%
Pell Grant Recipients 1,716 1,616 1,611 1,293 -24.7%
% of Enrollment 10.3% 11.0% 12.6% 11.0%
Financial Aid Outreach Activities
Application Workshops
Financial Aid Awareness Day
FAFSA Workshops at High Schools
Increase FAFSA/AB 19 Completion and Award
• Download ISIR twice per week
• Approximate 6,200 students expressing interest in coming to Ohlone in 2019
• 30% (2,000) completed their FAFSA applications
• Email students regarding incomplete/missing documents.
• Email to High School students completed FAFSA on California Promise Grant.
• Remove district residency on AB19 eligibility requirement.
Institutional Improvement Obj& Other Initiatives to Retain an
ectives (IIOs) d Attract Students
Proposed IIOs for 2019-2020
• First Year Student Experience
• Noncredit Programs
• Integrated Professional Development Planning
• Developing More User Friendly Data Systems
for Program Analysis
12
Proposed IIOs (cont’d.) First Year Student Experience support the equity plan object to develop a framework
(curricular as well as other forms of engagement) for
enriching the student experience with the goal of
increasing student retention and persistence. This IIO
stems from PIO requests involving new learning
community support (e.g. OMG, business, accounting) and
tutoring. Use existing general funds, student equity and
achievement, strong workforce and California Promise
Grant (AB 19) funds as appropriate. ($ TBD)
Noncredit Programs sustain and expand on the initial efforts in implementing
noncredit courses and programs ($100,000). This IIO
stems from PIOs that include various noncredit ideas and
goals. Use $25,000 in general funds and $75,000 in
strong workforce funds for marketing materials,
coordination, professional development, and technology
infrastructure.
Integrated Professional Development
Planning an integrated plan for faculty and staff professional develop
planning in the context of institutional initiatives and
priorities toward a successful student experience. ($25,000-
use existing PD and SEA program funds).
Developing More User Friendly Data Systems
for Program Analysis support the purchase of a new data tool for program review
and strategic planning. Increase data knowledge, access, and
use, to support student success. This IIO supports PIOs that
call for the analysis of student success data, including
tracking changes after implementation of PIOs.
Use a combination of general funds ($25,000), strong
workforce and equity ($25,000).
13
Relationship of IIOs to Institutional Initiatives
Equity
Multicultural Center
First Year Experience -
Persistence
Honors
Summer Bridge
QFE
Program Mapping /
Scheduling (GP)
First Year Experience
Programming (Equity)
Guided Pathways
Meta Majors
Program Mapping /
Scheduling
Data Coaches
Other
Block Scheduling
College Hour
Noncredit
Career Education
Distance Education
IIO’s
First Year
Student
Experience
Noncredit
Programs
Integrated
Professional
Development
Planning
Developing
More User
Friendly Data
Systems for
Program
Analysis
14
Initiative Budgets
15
Projected Growth Assumptions
18/19 19/20 20/21 21/22
Base Allocation -3.75% 0% 3% 2%
Total Resident FTES
Average Credit FTES
7,252*
7,512
7,303
7,018
7,527
7,061
7,682
6,941
Supplemental -20% 0% 3% 2% Student Success All
Students
Student Success
Bonus
5-10%
0%
0%
0%
3%
3%
2%
2%
*Does not Include Summer shift from prior year (702 FTES)
increased marketing
helping students complete degrees and
certificates through implementing
Guided Pathways
assisting new students with financial aid
paperwork
rearranging the class schedule to better
meet students’ needs
Increase non-credit
recruiting prospective students through
the CA Promise program and identifying
other financial resources for which they
may be eligible 16
Estimating the Impact of Enrollment Efforts
Educational Master Planning Discussions Leading to the new Strategic Plan
Noncredit
Academic Core / New
Students
Retention
Increase in Online
Enrollment
17
Non-Apportionment Revenue and the Fund Balance
Non-Apportionment Revenue Projections
Project 19-20 20-21 21-22 22-23 23-24
Community Center 0 0 0 360,000 360,000
Vineyard 0 20,000 20,000 20,000 20,000
Comcast 30,000 30,000 30,000 30,000 30,000
Starbucks 360,000 120,000 120,000 120,000 120,000
Street Fair 0 20,000 20,000 30,000 40,000
Civic Center Rentals 25,000 75,000 75,000 75,000 75,000
(Soccer Field)
Parcel Tax 0 500,000 2,000,000 2,000,000 2,000,000
Total 415,000 765,000 2,275,000 2,645,000 2,655,000
The Fund Balance
• Board Goal for Unrestricted General Fund
Balance is 17%.
• Annual review of operating budgets.
• It will take some time for our non-
apportionment revenue to help us with our
budget. The fund balance will serve as a
bridge.
Staffing Update
Staffing Update
• Strategies to Avoid Layoffs
• Retirement Incentive – revisited at check ins.
InfStaffing
orEmployees
FISCAL YEAR CSEA
mation – Classified & Confidential
*
(GF)
CSEA *
(Categorical)
SEIU * Conf/Sup
(GF)
Conf/Sup
(Cat)
2007-08 100 46 38 5 0
2008-09 100 47 41 4 0
2009-10 90 52 41 7 0
2010-11 88 45 36 8 0
2011-12 84 47 36 9 0
2012-13 83 43 36 7 0
2013-14 79 42 36 7 0
2014-15 87 36 34 8 0
2015-16 98 36 36 8 1
2016-17 99 34 36 9 2
2017-18 95 32 34 10 2
2018-19 89 36 33 11 2 -11.0% -21.7% -13.2% 120.0% 100.0%
* Actual Headcount
Staffing Information - Management
FISCAL
YEAR
CM
(GF)
CM
(Cat)
ET
(GF)
AM
(GF)
AM
(Cat)
2007-08 16 10 6 10 4
2008-09 11 11 6 9 4
2009-10 12 9 6 10 5
2010-11 14 9 7 9 4
2011-12 9 12 7 7 4
2012-13 12 11 7 9 4
2013-14 11 10 7 8 4
2014-15 13 10 6 8 3
2015-16 17 11 6 8 4
2016-17 14 9 6 8 4
2017-18 13 10 6 6 5
2018-19 13 9 5 8 4 -18.8% -10.00% -16.7% -20.0% 0.0%
CM – Classified Manager, ET – Executive Team, AM – Academic Manager
Staffing Inform
ation – Faculty
FISCAL YEAR Full-Time Faculty
(Budgeted Positions)
Full-Time Faculty (Actual Headcount)
2007-08 148 2008-09 146 2009-10 140 2010-11 127 2011-12 118 2012-13 114 2013-14 110 2014-15 124 114 2015-16 126 118 2016-17 128 119 2017-18 130 127 2018-19 132 128
-13.5%
Staffing Information – Total Compensation
FISCAL
YEAR
ALL FUNDS
SALARIES
ALL FUNDS
BENEFITS
ALL FUNDS
TOTAL
2007-08 37,935,751 7,625,751 45,561,502
2008-09 39,155,223 7,492,918 46,648,141
2009-10 38,353,199 7,997,209 46,350,408
2010-11 36,305,142 9,927,239 46,232,381
2011-12 35,031,553 8,466,965 43,498,518
2012-13 35,858,189 9,533,762 45,391,951
2013-14 37,299,395 9,453,254 46,752,649
2014-15 39,834,752 7,177,389 47,012,141
2015-16 41,400,954 17,262,047 58,663,001
2016-17 43,546,281 14,392,838 57,939,119
2017-18 44,656,605 17,970,200 62,626,805
2018-19 Not avail Not avail Not avail 17.7% 135.7% 37.5%
Communications and Suggestions
Communications
• Meetings – College Council (2), Faculty Senate (2),
College Leaders (2), Budget Committee (3), DDAS (1),
ASOC (1)
• New Funding Formula Workgroup Meetings (4)
• Budget Forums (2)
• Board Meetings (2)
• Website – https://www.ohlone.edu/scff
Suggestions
• All suggestions from the New Funding Formula Workgroup
meetings and through the online form are posted on the
website.
NFF Workgroup Meeting 3 Suggestions
Good Ideas - planning/implementing 17
Need to negotiate 9
Not feasible at this time 17
Online Form Suggestions
Good Ideas - planning/implementing 4
Not feasible at this time 4
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