cgcc april 28 budget committee

Columbia Gorge Community CollegeBudget Committee Meeting

Tuesday, April 28, 2015

Call to Order

M.D. VanValkenburgh

Board Chair

Welcome and Introductions

Dr. Frank K. Toda,

President

Election of Budget Committee Officers


Agenda

6:05 pm Review Oregon Budget Law, Role of Budget Committee, and Meeting Guidelines

Will Norris, CFO

6:25 pm Public Comment Budget Committee Chair

Orientation to the Budget Document Will Norris, CFO

2014-15 Budget Message Dr. Frank Toda, President

Budget Presentation Will Norris, CFO

Achievement Compact Lori Ufford

9:00 pm Public Comment Budget Committee Chair

Motions Budget Committee Chair

Other Budget Committee Chair

9:30 pm Adjourn Budget Committee Chair

Agenda

• April 28th

• Economic Environment & Revenue Forecasts

• Budget Development

• Budget Overview & Summary of Major Changes

• Achievement Compact

• May 5th

• Departmental Presentations• Instruction / Academic Support

• Student Services

• Institutional Support

• Facilities

• Other Funds

• May 7th

• Additional Time to Review Items from Previous Meetings

• Adopt Budget Resolutions (if not adopted on May 5th)

Role of the Budget Committee & Meeting

Guidelines


Budget Committee

• Meets publicly to review the Proposed Budget

• May not discuss or deliberate on the budget outside of a public

meeting

• Quorum must be present in order to hold a meeting

• Receives the budget and budget message

• Provides an opportunity for the public to ask questions about and

comment on the budget

• Questions and answers are directed through the Budget

Committee Chairperson

• Approves the budget, rate of tax, and amount of tax for GO bonds

• Any action must have the approval of a majority of the members

• Reviews the Achievement Compact (SB 1581-2012)

Budget Committee

Residents of Wasco & Hood River Counties

Board of Education & Budget Committee

President

College Administration, Faculty, & Staff

Board of EducationSeven elected members from Hood River & Wasco Co.

Budget CommitteeSeven appointed citizens from Hood River & Wasco Co.

Oregon Budget Law

• Financial plan • Estimates of revenues and

expenditures for one fiscal year• Allocates resources to

organizational goals• Resources & requirements must

balance

• Legal document• Basis for appropriations,

creating authority to spend public money

• Achievement Compact• Must be aligned with

Achievement Compact per Senate Bill 1581

Public Comment


Public Comment

Those persons who wish to present testimony concerning the proposed budget and/or achievement compact are asked to come forward, state his/her name and address, and present his/her testimony.

Speakers are requested to be specific in their presentations and to focus their remarks upon the relevant issues raised by the proposed budget and achievement compact.

Questions and comments should be directed to the Budget Committee Chairperson.

Orientation to the Budget Document



• Required Components:1. Budget Message

The budget message describes the important features of the Budget Document, the reasons for any major changes from the previous year’s approved budget and any major changes in the College’s financial policy or status.



2. Budget Detail



2. Budget Detail

Two-years of actual information

Audited columns show the true and actual figures for individual departments and objects of expenditure



2. Budget Detail

Budget amount for current fiscal period

“Adjusted” column shows the current year budget. Mid-year Budget changes occur through:-Noticed Supplemental Budget Adjustments(Changes to total fund appropriations)

- Daily readjustments to line-items (Ex. Moving $100 from travel to Supplies with no bottom-line appropriation impact)



2. Budget Detail

Proposed amount for next year



2. Budget Detail

3. Resolution– Creates legal authority to

spend money



2. Budget Detail

3. Resolution

4. Property Tax Certification– Creates authority to levy

tax

Budget Structure

• Fund Accounting• One college, fifteen funds

• Each fund reports as if a separate enterprise

100-11-101-11-6421

Budget Structure

• Fund Accounting

• Fund Types• General Fund

• Special Revenue Funds

• Enterprise Funds

• Debt Service

• Reserve

• Capital Projects

100-11-101-11-6421

Budget Structure

• Fund Types• General Fund

• All Discretionary Dollars (100)

• Special Revenue Funds• Grants (105)

• Scholarships (805)

• Student Club Fund (700)

• Federal Student Aid (800)

• Enterprise Funds• Bookstore (601)

• Building Lease (296)

• Food Service (297)

• Debt Service• General Obligation (402)

• Pension Bond (451)

• Reserve• Operations (502)

• Facilities & Grounds (501)

• Instructional Equipment (503)

• Capital Projects• Capital Projects (301)

• State Capital Projects (302)

100-11-101-11-6421

34%

25%

7%

9%

10%

13%

2015-16 General Fund Requirements

by Function $10,112,245

Instruction Institutional SupportStudent Services Plant Operations & MaintenanceFinancial Aid Academic SupportTransfers & Debt Contingency / 5th Payment

Budget Structure

• Function

100-11-101-11-6421

34%

25%

7%

9%

10%

13%


Budget Structure

Transfers:Reserved 5th Payment

Contingency

100-90-911-00-9801

9

34%

25%

7%

9%

10%

13%


Budget Structure

Academic Support:Library

Faculty Development

Quality Assurance

100-20-201-00-6102

2

34%

25%

7%

9%

10%

13%


Budget Structure

Plant Operations:Maintenance & Repair

Facilities Services

Landscaping

Custodial

College-wide Utilities

100-70-705-11-8401

7

34%

25%

7%

9%

10%

13%


Budget Structure

Student Services:Registration & Admissions

Student Advising

Career Services

Financial Aid Admin

ADA services

Student Government

100-30-303-00-6105

3

34%

25%

7%

9%

10%

13%


Budget Structure

Institutional Support:Policy Leadership & Mgmt.

Information Technology

Internet & Network

Accounting, Audit, & Legal

Budget & Finance

Recruitment & Selection

Union Negotiations

Insurance/Risk Management

Foundation Support

Marketing & Public Outreach

Institutional Research

State-wide Policy Advocacy

100-50-511-00-6103

5

Instruction:Faculty

General Academic Instruction

(Ex. Art, Language, Science)

Career & Technical Ed

(Ex. Nursing, RET)

Pre-College

ESOL

Adult Continuing Education

34%

25%

7%

9%

10%

13%


Budget Structure 100-11-101-11-6421

1

President’s Budget Message


Economic & Revenue Environment



53%

10%

25%

6%

4%

2015-16 General Fund Revenue $10,047,457

State

Local

Tuition

Fees

Other

Sales

Transfers

State of Oregon Support (CCSF)

• CCSF Funding set by Legislative Appropriation• Paid in five (5) installments in the first year of the

biennium, three (3) installments in the second year• Constitutes roughly 45% of the college’s structural

operating budget

• Distribution model specified in statute (ORS 341.626). Calculated based on:

• Student FTE• Relative Property Tax rates

Additional Adjustments:

• Base payment factor

• Growth Management Cap

• Smoothing factor

• CGCC has historically received between 1.6% and 1.7% of the CCSF.


2,157

1,340

2,268

1,844

1,368

4,183

3,094

3,183

3,072

2,867

2,718

2,847

1,737

2,195

2,324

3,456

3,584

$0 $500 $1,000 $1,500 $2,000 $2,500 $3,000 $3,500 $4,000 $4,500

Blue Mountain

Central Oregon

Chemeketa

Clackamas

Clatsop

Columbia Gorge

Klamath

Lane

Linn Benton

Mt. Hood

Oregon Coast

Portland

Rogue

Southwestern Oregon

Tillamook Bay

Treasure Valley

Umpqua

2014-15 CCSF per OR Community College*

*OR Community College 2014-15 Payment and Student FTE Estimates

as of 1/6/15, Dept. Community College and Workforce Development


2,157

1,340

2,268

1,844

1,368

4,183

3,094

3,183

3,072

2,867

2,718

2,847

1,737

2,195

2,324

3,456

3,584

$0 $500 $1,000 $1,500 $2,000 $2,500 $3,000 $3,500 $4,000 $4,500

Blue Mountain

Central Oregon

Chemeketa

Clackamas

Clatsop

Columbia Gorge

Klamath

Lane

Linn Benton

Mt. Hood

Oregon Coast

Portland

Rogue

Southwestern Oregon

Tillamook Bay

Treasure Valley

Umpqua




CGCC receives the

largest CCSF

reimbursement per

Student FTE due to

its small size and low

property tax rate.


2,157

1,340

2,268

1,844

1,368

4,183

3,094

3,183

3,072

2,867

2,718

2,847

1,737

2,195

2,324

3,456

3,584

$0 $500 $1,000 $1,500 $2,000 $2,500 $3,000 $3,500 $4,000 $4,500

Blue Mountain

Central Oregon

Chemeketa

Clackamas

Clatsop

Columbia Gorge

Klamath

Lane

Linn Benton

Mt. Hood

Oregon Coast

Portland

Rogue

Southwestern Oregon

Tillamook Bay

Treasure Valley

Umpqua




CGCC’s high

reimbursement rate

results in a greater

dependence and

exposure to changes

in State funding


2007-09 2009-11 2011-13 2013-15 2015-17

State of Oregon General Fund Revenue

$11.2B $11.7B $13.7B $15.8B $17.6B

Community College Support Fund (CCSF)

500M 432M 395.5M 480M 500M

CCSF as % of State General Fund Rev

4.4% 3.7% 2.9% 3.0% 2.8%

Equivalent CCSF 2015-17 Funding

$783M $653M $507M $533M

State of Oregon support is the single largest source of general purpose funds

for Columbia Gorge Community College. Over the last 10-years State support

for Community Colleges has steadily declined, from 4.4% of the State’s budget

to a proposed 2.8% in the 2015-17 Governor’s Recommended Budget


2007-09 2009-11 2011-13 2013-15 2015-17


$11.2B $11.7B $13.7B $15.8B $17.6B


500M 432M 395.5M 480M $535M


4.4% 3.7% 2.9% 3.0% 3.0%


$783M $653M $507M $533M

The 2015-16 CGCC Proposed Budget assumes a final Legislatively Approved

Budget CCSF appropriation of $535 Million. This is the number released in the

Co-Chairs budget and is what most other Oregon Community College’s are

assuming


2007-09 2009-11 2011-13 2013-15 2015-17


$11.2B $11.7B $13.7B $15.8B $17.6B


500M 432M 395.5M 480M $535M


4.4% 3.7% 2.9% 3.0% 3.0%


$783M $653M $507M $533M

The CGCC most recently received 1.62% of the CCSF appropriation based on

the current distribution formula. The 2015-16 Budget also includes the “5th”

payment from 2014-15 of $944K

[ $535 𝑚𝑖𝑙𝑙𝑖𝑜𝑛 ÷ 2 𝑦𝑒𝑎𝑟𝑠 × .016] + $944 𝑇ℎ𝑜𝑢𝑠𝑎𝑛𝑑 = $5.28𝑀

Tuition & Fees

• Only funding source the college has direct control over

• Constitutes approximately 35% of the college’s structural operating revenues

• Tuition & Revenue forecast dependent upon:• Rates ($91 credit / $15 fees)

• Enrollment


0

20,000

40,000

60,000

80,000

100,000

120,000

140,000

FY06-07 FY07-08 FY08-09 FY09-10 FY10-11 FY11-12 FY12-13 FY13-14

BLUE MOUNTAIN CENTRAL OREGON COLUMBIA GORGE CHEMEKETA CLACKAMAS CLASTOP

KLAMATH LANE LINN-BENTON MT. HOOD OREGON COAST PORTLAND

ROGUE SOUTHWESTERN TILLAMOOK BAY TREASURE VALLEY UMPQUA

Source: OR Dept. of Community Colleges & Workforce Dev.


0

20,000

40,000

60,000

80,000

100,000

120,000

140,000


BLUE MOUNTAIN CENTRAL OREGON COLUMBIA GORGE CHEMEKETA CLACKAMAS CLASTOP

KLAMATH LANE LINN-BENTON MT. HOOD OREGON COAST PORTLAND

ROGUE SOUTHWESTERN TILLAMOOK BAY TREASURE VALLEY UMPQUA

19% state-wide

decrease from

recession peak




Total

Change

BLUE MOUNTAIN 2.6% 2.6% 2.5% 2.5% 2.4% 2.3% 2.3% 2.3% -0.3%

CENTRAL OREGON 4.0% 4.4% 4.9% 5.2% 5.6% 5.8% 6.0% 6.7% 2.7%

COLUMBIA GORGE 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 0.9% 1.0% 0.0%

CHEMEKETA 11.6% 12.1% 11.9% 11.5% 11.5% 11.3% 11.9% 12.5% 0.9%

CLACKAMAS 8.1% 8.2% 7.6% 7.5% 7.2% 7.1% 6.9% 7.2% -0.9%

CLASTOP 1.5% 1.5% 1.4% 1.2% 1.2% 1.2% 1.2% 1.3% -0.2%

KLAMATH 1.4% 1.4% 1.5% 1.5% 1.6% 1.6% 1.4% 1.7% 0.3%

LANE 12.6% 12.0% 12.5% 12.6% 12.7% 12.9% 12.3% 11.9% -0.7%

LINN-BENTON 7.1% 7.1% 6.9% 6.8% 6.6% 6.0% 6.1% 6.0% -1.1%

MT. HOOD 9.1% 9.1% 9.0% 8.9% 8.6% 8.1% 8.4% 9.1% 0.1%

OREGON COAST 0.5% 0.5% 0.5% 0.5% 0.4% 0.4% 0.5% 0.6% 0.1%

PORTLAND 25.4% 25.3% 25.3% 25.9% 26.2% 27.9% 28.8% 26.3% 0.9%

ROGUE 5.0% 4.6% 4.9% 4.9% 5.1% 4.8% 4.8% 5.2% 0.3%

SOUTHWESTERN 3.4% 3.3% 3.1% 2.7% 2.7% 2.7% 2.7% 2.8% -0.6%

TILLAMOOK BAY 0.4% 0.4% 0.3% 0.4% 0.4% 0.5% 0.4% 0.5% 0.1%

TREASURE VALLEY 2.8% 2.8% 2.9% 2.9% 2.9% 2.7% 2.7% 2.0% -0.8%

UMPQUA 3.6% 3.7% 3.7% 4.0% 3.9% 3.7% 2.9% 3.0% -0.7%

Community College “Market Share”




Total

Change

BLUE MOUNTAIN 2.6% 2.6% 2.5% 2.5% 2.4% 2.3% 2.3% 2.3% -0.3%

CENTRAL OREGON 4.0% 4.4% 4.9% 5.2% 5.6% 5.8% 6.0% 6.7% 2.7%

COLUMBIA GORGE 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 0.9% 1.0% 0.0%

CHEMEKETA 11.6% 12.1% 11.9% 11.5% 11.5% 11.3% 11.9% 12.5% 0.9%

CLACKAMAS 8.1% 8.2% 7.6% 7.5% 7.2% 7.1% 6.9% 7.2% -0.9%

CLASTOP 1.5% 1.5% 1.4% 1.2% 1.2% 1.2% 1.2% 1.3% -0.2%

KLAMATH 1.4% 1.4% 1.5% 1.5% 1.6% 1.6% 1.4% 1.7% 0.3%

LANE 12.6% 12.0% 12.5% 12.6% 12.7% 12.9% 12.3% 11.9% -0.7%

LINN-BENTON 7.1% 7.1% 6.9% 6.8% 6.6% 6.0% 6.1% 6.0% -1.1%

MT. HOOD 9.1% 9.1% 9.0% 8.9% 8.6% 8.1% 8.4% 9.1% 0.1%

OREGON COAST 0.5% 0.5% 0.5% 0.5% 0.4% 0.4% 0.5% 0.6% 0.1%

PORTLAND 25.4% 25.3% 25.3% 25.9% 26.2% 27.9% 28.8% 26.3% 0.9%

ROGUE 5.0% 4.6% 4.9% 4.9% 5.1% 4.8% 4.8% 5.2% 0.3%

SOUTHWESTERN 3.4% 3.3% 3.1% 2.7% 2.7% 2.7% 2.7% 2.8% -0.6%

TILLAMOOK BAY 0.4% 0.4% 0.3% 0.4% 0.4% 0.5% 0.4% 0.5% 0.1%

TREASURE VALLEY 2.8% 2.8% 2.9% 2.9% 2.9% 2.7% 2.7% 2.0% -0.8%

UMPQUA 3.6% 3.7% 3.7% 4.0% 3.9% 3.7% 2.9% 3.0% -0.7%



Columbia Gorge CC has exactly the

same proportion of Student FTE

compared to other Oregon CC’s

through the last eight (8) years



Total

Change

BLUE MOUNTAIN 2.6% 2.6% 2.5% 2.5% 2.4% 2.3% 2.3% 2.3% -0.3%

CENTRAL OREGON 4.0% 4.4% 4.9% 5.2% 5.6% 5.8% 6.0% 6.7% 2.7%

COLUMBIA GORGE 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 0.9% 1.0% 0.0%

CHEMEKETA 11.6% 12.1% 11.9% 11.5% 11.5% 11.3% 11.9% 12.5% 0.9%

CLACKAMAS 8.1% 8.2% 7.6% 7.5% 7.2% 7.1% 6.9% 7.2% -0.9%

CLASTOP 1.5% 1.5% 1.4% 1.2% 1.2% 1.2% 1.2% 1.3% -0.2%

KLAMATH 1.4% 1.4% 1.5% 1.5% 1.6% 1.6% 1.4% 1.7% 0.3%

LANE 12.6% 12.0% 12.5% 12.6% 12.7% 12.9% 12.3% 11.9% -0.7%

LINN-BENTON 7.1% 7.1% 6.9% 6.8% 6.6% 6.0% 6.1% 6.0% -1.1%

MT. HOOD 9.1% 9.1% 9.0% 8.9% 8.6% 8.1% 8.4% 9.1% 0.1%

OREGON COAST 0.5% 0.5% 0.5% 0.5% 0.4% 0.4% 0.5% 0.6% 0.1%

PORTLAND 25.4% 25.3% 25.3% 25.9% 26.2% 27.9% 28.8% 26.3% 0.9%

ROGUE 5.0% 4.6% 4.9% 4.9% 5.1% 4.8% 4.8% 5.2% 0.3%

SOUTHWESTERN 3.4% 3.3% 3.1% 2.7% 2.7% 2.7% 2.7% 2.8% -0.6%

TILLAMOOK BAY 0.4% 0.4% 0.3% 0.4% 0.4% 0.5% 0.4% 0.5% 0.1%

TREASURE VALLEY 2.8% 2.8% 2.9% 2.9% 2.9% 2.7% 2.7% 2.0% -0.8%

UMPQUA 3.6% 3.7% 3.7% 4.0% 3.9% 3.7% 2.9% 3.0% -0.7%



Only a small number Community

Colleges have significantly altered their

size relative to the total CC system


0.0%

0.5%

1.0%

1.5%

2.0%

2.5%

3.0%

3.5%

Minimum Level over the Last 15-Years

Early 2000s Recession "Great" Recession

(CGCC Enrollment / District Population)

Source: Portland State University Population Research Center

CGCC Student FTE records


0

10,000

20,000

30,000

40,000

50,000

60,000

Hood River County Wasco County

Actual* Forecast**

Source: *Portland State University Population Research Center

**State of Oregon, Office of Economic Analysis

District Population

0

200

400

600

800

1,000

1,200

1,400

1,600


Enrollment

Purchase & Remodel of

Judson Baptist College

into CGCC Campus

0

200

400

600

800

1,000

1,200

1,400

1,600


Enrollment

Early 2000s Recession

0

200

400

600

800

1,000

1,200

1,400

1,600


Enrollment

“Great” Recession


0

200

400

600

800

1,000

1,200

1,400

1,600

FY2009-10 FY2010-11 FY2011-12 FY2012-13 FY2013-14 FY2014-15

Lost Revenue Actual Student FTE

Revenue Declines Attributable to Lower Enrollment

$809K $1.0M $1.3M

$3.15 Million in Lost Revenue due to

Post-Recession Enrollment Declines


0

200

400

600

800

1,000

1,200

1,400

1,600

Actual Student FTE

Enrollment


0

200

400

600

800

1,000

1,200

1,400

1,600

Actual Student FTE

Severe Recession

Enrollment


0

200

400

600

800

1,000

1,200

1,400

1,600

Actual Student FTE

Severe Recession

Moderate Recession

Enrollment


0

200

400

600

800

1,000

1,200

1,400

1,600

Actual Student FTE

Severe Recession

Moderate Recession

No Recession

Enrollment

Tuition & Fees

• Major Assumptions:• Flat enrollment in FY2015/16

• Student FTE has settled into its historical proportion to district size during periods of low unemployment

• The severity, depth, and length of the last recession may lengthen this current period of low-enrollment

• Tuition & Fee Increases• Adopted by the Board of Education on April 14th

• Assumes no impact to enrollment

• Past periods of larger tuition increases did not have a negative enrollment impact

• CGCC will continue to be just below the average cost of attendance for other Oregon Community Colleges

3.8M3.5M

3.2M3.0M

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

FY11-12 FY12-13 FY13-14 FY14-15 FY15-16

Mill

ion

s

Actual Base Estimate

Tuition & Fees2015-16 Estimate

Next year forecast assumes flat

Student FTE from the current year

Note: FY11-12 & FY12-13 are net of one-time allowance adjustments

for bed debt. FY14-15 figures are based on current year trends

Tuition & Fees

3.8M3.5M

3.2M3.0M

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

FY11-12 FY12-13 FY13-14 FY14-15 FY15-16

Mill

ion

s

Actual Base Estimate Adopted Tuition & Fee Increases

Adopted Tuition & Fee

Increases expected to

generate an additional

$174k

Note: FY11-12 & FY12-13 are net of one-time allowance adjustments

for bed debt. FY14-15 figures are based on current year trends

$3.2M

2015-16 Estimate


A $0.2703 per $1,000 of assessed value operating levy constitutes 10% - 12%

of the College’s operating funds.

1.01M 1.09M 1.06M 1.14M

0.0

0.2

0.4

0.6

0.8

1.0

1.2

FY11-12 FY12-13 FY13-14 FY14-15 FY15-16

Mill

ion

s

Property Tax Wasco Co Tax Abatement Payment


Property tax figures in previous budgets include tax abatement payments

originating from the Google data center.

1.01M 1.09M 1.06M 1.14M

100k100k 75k

75k

0.0

0.2

0.4

0.6

0.8

1.0

1.2

FY11-12 FY12-13 FY13-14 FY14-15 FY15-16

Mill

ion

s



The 2015-16 budget assumes a conservative 2% increase in property tax

receipts over the current year, without the tax abatement payment.

0.91M 0.99M 0.99M 1.07M 1.09M

0.0

0.2

0.4

0.6

0.8

1.0

1.2

FY11-12 FY12-13 FY13-14 FY14-15 FY15-16

Mill

ion

s


Break


Budget Development


Budget Development

• Base Budget (January)• Cost to continue current operations next year

Budget Development


• Difference between expected revenues and the cost to continue “status quo” operations was $2.4M

Budget Development


• Difference between expected revenues and the cost to continue “status quo” operations was $2.4M

• Reduction targets distributed• Department and cost center managers were given

proportional reduction targets based on their relative size of the budget

• Department staff were asked to create deficit reduction options up to their full cut target for consideration

• It was understood that some functions are more able to reduce than others

Budget Development

• Base Budget

• Proposed Budget (February & March)• Stakeholder Participation:

• Union ideas included:

• Eliminate bottled water

• Eliminate birthday cakes

• Electronic class schedule

• Eliminate President’s Discretionary Account

• Reduce travel, conferences, trainings

• Reduce Library Subscriptions

• Reduce tuition reimbursements

• Lengthen replacement cycle of IT equipment

• Reduce advertising

• Reduce furniture replacement

Budget Development

• Base Budget


• Union Participation

• All-staff Budget Meetings held at HRICC and The Dalles

Budget Development

• Base Budget




• Department Directors & Cost Center Managers

• Dept. Directors met with staff and function chiefs

Budget Development

• Base Budget





• Instructional Council

• Two budget presentations to full Instructional Council

• Individual meetings with faculty chairs

Budget Development

• Base Budget






• Budget presentation to Student Government

• Focus on Tuition & Fees

Budget Development

• Base Budget






• Budget presentation to Student Government

• Individual meetings with any staff who wished to provide input

Budget Overview & Summary of Major Changes


Budget Overview

• Priorities:• Minimize involuntary separations

• Maintain all academic programs, degrees, & certificates

• Make strategic investments• Continued support in 2015-16 for fledgling

programs

• Computer Science

• Welding

• Increase support for Gorge Scholars

• Maintain positions and activities funded

through Title III dollars

• Fund an update to the Academic Master

Plan which expires in 2016

Budget Overview

$2.4 Million Base Budget Gap closed through:

7%

21%

72%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

ExpenditureReductions

Reserves,Transfers, &Contingency

IncreasedTuition & Fees

Summary of Major Changes

• Instruction & Academic Support largely shielded from reductions

• Class reductions expected to increase average class sizes from mid-teens in the current year to low-twenties next year

-8%

+2%

-33%

-22%-18%

-32%-40%

-30%

-20%

-10%

0%

10%

Instruction Academic Support Student Services Institutional Support Facilities Contingency

Budget Changes by FunctionAdjusted 2014-15 to Proposed 2015-16

Instructional Class Sizes

15.4

17.516.9

16.0

14.415.5

14.0 13.8

11.3

15.7

17.4

15.2

0

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15

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2012-13 2013-14 2014-15 2014-15

16.6

Note: Excludes Community Education, Customized Training, and English for

Speakers of Other Languages (ESOL) which have alternate funding sources

14.4 15.4


15.4

17.516.9

16.0

14.415.5

14.0 13.8

11.3

15.7

17.4

15.2

0

5

10

15

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2012-13 2013-14 2014-15 2014-15

16.6 14.4 15.4 Oregon

Community

College

Average

Class Size

25-30*

*Source OCCA https://olis.leg.state.or.us/liz/2015R1/Downloads/CommitteeMeetingDocument/43840

https://olis.leg.state.or.us/liz/2015R1/Downloads/CommitteeMeetingDocument/43840


15.4

17.516.9

16.0

14.415.5

14.0 13.8

11.3

15.7

17.4

15.2

0

5

10

15

20

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2012-13 2013-14 2014-15 2014-15

16.6 14.4 15.4 2015-16 Proposed

Reductions to

Instruction are

expected to mean

Avg. Class Sizes

to: 19-23


15.4

17.516.9

16.0

14.415.5

14.0 13.8

11.3

15.7

17.4

15.2

0

5

10

15

20

25Su

mm

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2012-13 2013-14 2014-15 2014-15

16.6 14.4 15.4 If courses were

adjusted to an

average class size

of 25, the college

would not need to

access Operating

Reserves and

could leave tuition

unchanged from

2014-15 levels


15.4

17.516.9

16.0

14.415.5

14.0 13.8

11.3

15.7

17.4

15.2

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10

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20

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2012-13 2013-14 2014-15 2014-15

16.6 14.4 15.4The 2015-16

Proposed Budget

does not

recommend further

decreasing courses

because it would

require major

programmatic

changes ahead of

a full Academic

Planning Process


• Student Services • Reduction of six positions to minimum staffing• FY2015-16 Staffing includes:

The budget maintains:• Two financial aid positions

• Two full-time advisors and one half-time ADA advisor

• Two full-time and one half-time customer service staff

• Registrar and Advising Manager

-8%

+2%

-33%

-22%-18%

-32%-40%

-30%

-20%

-10%

0%

10%




• Reductions to Institutional Support• Lengthening the replacement cycle for IT equipment• Reduction of two IT and one payroll position• Eliminate dedicated positions supporting Marketing,

Procurement, Institutional Research, & the Chief Institutional Advancement Officer. Redistribute duties to existing staff

• Discontinue Pres Discretionary Fund

-8%

+2%

-33%

-22%-18%

-32%-40%

-30%

-20%

-10%

0%

10%




• Reductions to Facilities include:• Reduction of three staff

-8%

+2%

-33%

-22%-18%

-32%-40%

-30%

-20%

-10%

0%

10%




• Reductions to Contingency:• Budgeted contingency reduced from $600k to

$400k in fiscal year 2015-16.

-8%

+2%

-33%

-22%-18%

-32%-40%

-30%

-20%

-10%

0%

10%



CGCC Financial SummaryGeneral Fund Structural Revenue and Expenditures

-

2

4

6

8

10

12

14

FY07-08 FY08-09 FY09-10 FY10-11 FY11-12 FY12-13 FY13-14 FY14-15Expected

FY15-16Proposed

Mill

ion

s

State Tuition, Fees, & Sales Property Tax Other EXPENDITURES

FY 14-15 Budget, assuming no contingency funds expended

5th State payment applied to preceding year

Transfers to and from Operating Reserves excluded


-

2

4

6

8

10

12

14


FY15-16Proposed

Mill

ion

s





State Support for Community

Colleges fell dramatically

during the recession


-

2

4

6

8

10

12

14


FY15-16Proposed

Mill

ion

s





Falling state support

was more than offset by

spiking enrollment

which produced record

revenues


-

2

4

6

8

10

12

14


FY15-16Proposed

Mill

ion

s





When enrollment declined as the

economy improved, class

offerings and student services

were maintained at their recession

era levels. Expenditures diverged

from revenues and operating

reserves filled the difference


-

2

4

6

8

10

12

14


FY15-16Proposed

Mill

ion

s





Despite rapidly growing state

resources, CCSF appropriations are

now a permanently lower proportion

of Community College revenues


-

2

4

6

8

10

12

14


FY15-16Proposed

Mill

ion

s





The 2015-16 Proposed Budget

makes significant progress

towards structural balance, but

continues to rely on $300k of

Operating Reserves

Future Agendas

• Budget Presentation• May 5th

• Departmental Presentations

• Instruction / Academic Support

• Student Services

• Institutional Support

• Facilities

• Special Funds & Transfers

• Adopt Budget Resolutions

• May 7th (Optional)• Additional Time to Review Items from Previous Meetings

• Adopt Budget Resolutions (if not adopted on May 5th)

Achievement Compact


Public Comment


Public Comment

Those persons who wish to present testimony concerning the proposed budget and/or achievement compact are asked to come forward, state his/her name and address, and present his/her testimony.

Speakers are requested to be specific in their presentations and to focus their remarks upon the relevant issues raised by the proposed budget and achievement compact.

Questions and comments should be directed to the Budget Committee Chairperson.

Recommended Initial Motions

1. Increase budgeted Property Tax receipts in the General Fund by $75,000 to $1,090,563

2. Increase Debt Service appropriations in the Capital Projects Fund to $87,000

3. Increase Student Services appropriation by $5,552 to $714,403 in the General Fund

4. Increase budgeted beginning balance in the Grant Fund by $10,000• An unanticipated donation was received from

Caithness Shepards Flat after the Proposed Budget was finalized

Motions


Adjourn
