budget presentation september 2009
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Budget Presentation September 2009. Outline. Budget Facts Major Budget Strategies Process and Timelines Vision Institutional Priorities Next steps Q&A. CSM Budget Facts How do we spend our funds?. CSM Budget Facts Fixed vs. Discretionary Costs. - PowerPoint PPT PresentationTRANSCRIPT
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Budget PresentationSeptember 2009
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Budget Facts Major Budget Strategies Process and Timelines Vision Institutional Priorities Next steps Q&A
Outline
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67%
20%
7%1%5%
FacultyClassifiedAdminSuppliesOther
CSM Budget FactsHow do we spend our funds?
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Historically about 95% of our total budget of covers personnel costs. Current estimate: 97%
Of this amount, approximately 70% is committed to permanent employees.
CSM Budget FactsFixed vs. Discretionary Costs
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Approximately 70% of our budget is already accounted for!
The bulk of our so-called “discretionary” costs are dedicated to the classroom to cover adjunct faculty costs, summer school, and basic operations.
Conclusion: we have no real discretionary costs.
CSM Budget Facts
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FY 2008/09 Operating Budget: $28.3M FY 2009/10 Operating Budget: $25.1M
◦ Budget cut = $3.2M or 11.3% Main Budget Balancing Strategies:
◦ Eliminate low-enrolled sections ($1M)◦ Execute managed hiring ($1.5M)◦ Use ending balance ($700K)
Budget Facts:Fiscal Year 2009/10
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Operating Budget 2008/09: $28.3M Operating Budget 2009/10: $25.1M Operating Budget (best guess) $22.3M
Cumulative Budget Cut: $6M or 21.2% The District is over its enrollment cap.
There are no funds to add sections, and more reductions in sections may be necessary.
Budget FactsFiscal Year 2010/11
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Major Budget Strategies:The Dilemma
$28.3M
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Major Budget Strategies:The Dilemma
$22.3M
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Major Budget StrategiesHow will we survive?
Either become hyper-efficient (MPG)
OR
Accept the fact that we can no longer serve as many students ( change our ultimate destination).
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We will need to do both
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Continued deterioration of state budget. Basic Aid Status. Federal Stimulus. Board decision on KCSM. Salary adjustments. Retirement or separation incentives. Accreditation requirements and/or other
legal mandates.
Major Budget Strategies:Factors beyond our control
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Eliminate low-enrolled courses (completed). Execute the managed hiring process
(completed). Reduce administration by 2.0 FTE. Offer certain programs or courses through
Community Education. Eliminate or reduce community partnership
programs. Eliminate or consolidate low-enrolled, high-cost
programs. Execute managed hiring round II if necessary.
Major Budget Strategies:The Plan
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No “summer surprise” Some budget strategies already approved
by BPC. Administration has developed preliminary
recommendations. Semester start – additional analysis Use college shared governance structures.
Process and Timelines
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Strategy•Major Budget Strategies
Action Items•Specific Recommendations
Execution
•Full implementation 2010/11Process and Timelines
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Action Constituencies When?Meet with constituency leadership to clarify process, roles, and responsibilities
Academic Senate, AFT, CSEA, Associated Students
9/24
Final approval of Major Budget Strategies
BPC College Council
BPC - first reading complete10/7 College Council meeting
Contact all individuals impacted
TBD ASAP
Identify and vet specific action items
Academic Senate for 10+1 items.IPC and appropriate institutional planning committees including BPC for all other items.
October and November 2009
Approve specific recommendations
IPCCollege Council
End of fall 2009 semester
Accept or modify recommendations
College President End of fall 2009 semester
Implement final recommendations
Spring/summer 2010
Process and Timelines
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CSM Committee Structure
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Major Budget Strategies:If we fail to act
Bankruptcy CSM = College of Sacramento
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What is our vision?
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“Warnecke 2.0” = “CSM 2.0”
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The college must remain a comprehensive institution but must also must reconnect with its primary identity.
Given limited resources for student support, the college must make significant changes in the manner in which student services are delivered.
Given the current economic climate as well as the significant improvement to college facilities, the college has a one-time opportunity to recapture a student population that it has lost over the last 20+ years.
It takes all of us: faculty, staff and administrators to provide an
outstanding education to our community. The college will be staffed to reflect this basic value.
VisionWhat does “CSM 2.0” Look Like?
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CSM is an academic institution with a rich tradition. CSM has the best transfer program in the Bay Area and one of the best in the state. CSM
is the clear preference for transfer-bound students.
CSM has outstanding, relevant, cutting-edge CTE programs that lead to demonstrated high-wage, high-demand careers. Partnerships with businesses are paramount for financial support, curriculum guidance, and job placement.
CSM’s developmental educational program is designed based upon best practices. Students leave our developmental education program well-prepared to succeed in other college courses.
Every individual at CSM has an unparalleled commitment to student success. We meet students where they are at, and take them to where they need to go. However, we hold all students to high expectations.
CSM is recognized for its innovative practices and its willingness to take calculated risks.
VisionWhat is our primary identity?
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VisionHow do we get there?
It is no use saying “We are doing our best.” You have got to succeed in doing what is necessary.
---Winston Churchill
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Student Success
Academic Excellence
Relevant, High-Quality Programs and Services
Integrated Planning, Fiscal Stability, and the Efficient Use of Resources
Institutional Dialog
Institutional Priorities
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Q&A