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Newark • Coshocton • Knox • Pataskala cotc.edu
2016-2017 BudgetThe mission of Central Ohio Technical College
is to meet the technical education and training
needs of students and employers in the area.
Where education works
Proposed Budget Fiscal Year 2016-2017
PRESIDENT
Bonnie L. Coe, Ph.D.
BOARD OF TRUSTEES
John F. Hinderer, Chair Robert A. Montagnese, Vice Chair
Steven A. Cohen Mark R. Ramser
Barry M. Riley Cheryl L. Snyder
Marion M. Sutton Sarah R. Wallace
Billie J. Zimmers J. Gilbert Reese, Trustee Emeritus
BUDGET OVERVIEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
PROPOSED INSTRUCTIONAL & GENERAL BUDGET . . . . . . . . . . . . . . . . . 3
COMPARATIVE BUDGET . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
ANALYSIS OF BUDGET CHANGES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
PROPOSED REVENUE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
A. ENROLLMENT HEADCOUNT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10A. ENROLLMENT FTE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11B. PROPOSED TUITION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
COMPENSATION INVESTMENT PROPOSAL . . . . . . . . . . . . . . . . . . . . . . . . . . 20
PROPOSED EXPENDITURE DETAIL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
FUNCTIONAL CLASSIFICATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
PROPOSED CAPITAL PROJECTS LIST . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44
PROPOSED COTC DEVELOPMENT FUND BUDGET . . . . . . . . . . . . . . . . . . . 46
APPENDIX A: PROPOSED COLLABORATION AGREEMENT BETWEEN THE OHIO STATE UNIVERSITY AND CENTRAL OHIO TECHNICAL COLLEGE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-1
CENTRAL OHIO TECHNICAL COLLEGE
Table of Contents
CENTRAL OHIO TECHNICAL COLLEGE
Fiscal Year 2016-2017
Budget Overview
This document presents the projected unrestricted sources of funds and expenditures of the Central Ohio Technical College Budget for the fiscal year beginning July 1, 2016, and ending June 30, 2017 (FY2017). The Budget of $25,514,214 was developed to support the priorities of the College Board of Trustees and is consistent with its strategic plan, Focusing on our purpose, 2014 – 2018.
Focusing on our purpose states COTC’s overall mission to meet the technical education and training needs of students and employers in the area. Properly aligning our budget resources with our strategic priorities will ensure that the College can continue to provide quality education, service to our communities, and contributions to the economic development of our area. To that end, the strategic plan was used to guide the effective allocation of resources and to produce the FY2017 budget.
COTC continues to face some critical changes to its environment as it developed the FY2017 budget. While legislative themes of affordable tuition, student loan debt concerns, and the demand for efficiency continue, two-year sector challenges of declining enrollment and the new dynamics of College Credit Plus added to a challenging financial picture. The two-year sector has been experiencing declining enrollments since 2012, and we expect that trend to continue into this next year. Additionally, new student enrollments have shifted increasingly from ‘regular’ students to College Credit Plus students. College Credit Plus currently provides a viable fiscal model but different funding models result in less revenues and less costs. Lastly, the legislature has mandated frozen tuition in return for increased state support. In response to all of these factors, the college has developed the FY17 budget with reduced revenue expectations from tuition and fees. On a positive note, COTC continues to perform well under the new performance-based formula that provides the state share of instruction funding (SSI). With the increases by the state for SSI as well as the college’s good performance, COTC will receive a significant increase from the previous year.
Even in a challenging year, COTC recognizes that its investment in human resources is at the base of the organization’s success. To keep the college’s expenses in line with declining revenues and to provide competitive salary increases for staff, full-time faculty and part-time faculty, numerous budgetary adjustments have been made. Part-time faculty and overload costs have been reduced in response to the decline in enrollment and the shift to College Credit Plus students. Also as a result of the shift in the cost-share arrangement, COTC will benefit by less
1
expenses in shared departments. Capital budgets have been thoroughly analyzed and have been reduced. However, sufficient allocations have been made to keep up with the facility and technology needs of the campus. Lastly, non-personnel operating budgets have been cut by $150,000 to bring the FY2017 budget into balance. While the college has not been able to invest heavily in new initiatives, the FY2017 budget is a solid spending plan that will allow the college to continue to meet its mission.
The FY17 budget sustains the College’s commitment to technical education and COTC continues to be highly aligned with local employers’ needs and economic development goals. The college has protected the core of its academic programming and the resources necessary to promote it.
COTC is committed to providing access to quality education for all those who seek it, recognizing their diversity and needs. The College has worked hard to remain in the lower quartile of two-year peer colleges in terms of its tuition level and hasn’t raised tuition five out of the last ten years. The Next Generation Challenge scholarship campaign has made available a record number of scholarship dollars to further assist students with the cost of attending college.
COTC is student centered. The College is committed to providing a learner-centered environment offering quality instruction, resources and services while presenting challenging opportunities for the continued growth, development and success of our students. In addition, the College assists students in clarifying their lifelong goals, fostering entrepreneurship, developing interpersonal skills and maximizing their potential. Ohio has adopted a new funding formula that directly rewards outcomes of student success. COTC has performed well under this new formula but must be diligent in continuing to seek improvements in all aspects of the student experience.
Lastly, Central Ohio Technical College continues to value its partnership with the Ohio State University at Newark. For reasons of efficiency and economy, the College continues to explore ways to further the partnership with Ohio State to meet the diverse higher educational needs of our service area. A major project is occurring on the campus that involve the collaboration of the two schools. A remodel in Adena Hall is in design and nearing construction to expand wellness and recreational needs of students, staff and faculty. This project will address a long standing need on the campus – enriching the student experience. A robust cost-shared capital budget has been maintained in the FY17 budget that continues to support the technology infrastructure of the campus, as well as preserving the physical plant through repairs and maintenance.
Approval of the Budget by the Board of Trustees constitutes authority for the administration to expend funds within the total dollar limit of the budget. The President of the College is authorized to make budget adjustments as needed to meet the goals of the College, in accordance with the policies and rules of the College Board of Trustees and the Ohio Board of Regents.
2
REVENUES
Operating Revenues
Tuition and Fees 12,673,586Sales and Services of Educational Departments 148,193Auxiliary Enterprises 13,757Other Operating Revenue 65,251
Total Operating Revenues $12,900,786
EXPENSES
Operating Expenses
Education and General Instructional 11,163,641 Public Service 182,538 Academic Support 1,648,780 Student Services 3,944,288 Institutional Support 5,118,444 Operation and Maintenance of Plant 2,280,150 General Overhead 1,168,363Auxiliary Enterprises 8,010
Total Operating Expenses $25,514,214
NON-OPERATING REVENUES
State Appropriations 12,510,428Interest Income 103,000
Net Non-operating Revenues $12,613,428
VARIANCE $0
CENTRAL OHIO TECHNICAL COLLEGEProposed I & G Budget Statement
Fiscal Year 2016-2017
3
2015-16 2016-17 Increase PercentBudget Proposed (Decrease) Inc/(Dec)
REVENUESOperating Revenues
Tuition and Fees 13,934,890 12,673,586 (1,261,304) -9.1%Sales and Services of Educational Departments 172,975 148,193 (24,782) -14.3%Auxiliary Enterprises 45,392 13,757 (31,635) -69.7%Other Operating Revenue 68,315 65,251 (3,064) -4.5%
Total Operating Revenues $14,221,572 $12,900,786 ($1,320,786) -9.3%
EXPENSESOperating Expenses
Education and General Instructional 11,270,645 11,163,641 (107,004) -0.9% Public Service 160,697 182,538 21,841 13.6% Academic Support 1,667,582 1,648,780 (18,801) -1.1% Student Services 3,917,078 3,944,288 27,209 0.7% Institutional Support 5,112,956 5,118,444 5,487 0.1% Operation and Maintenance of Plant 2,411,280 2,280,150 (131,130) -5.4% General Overhead 1,244,468 1,168,363 (76,105) -6.1%Auxiliary Enterprises 9,023 8,010 (1,013) -11.2%
Total Operating Expenses $25,793,729 $25,514,214 ($279,515) -1.1%
NON-OPERATING REVENUES
State Appropriations 11,507,157 12,510,428 1,003,271 8.7%Interest Income 65,000 103,000 38,000 58.5%
Net Non-operating Revenues $11,572,157 $12,613,428 $1,041,271 9.0%
EXCESS OF REVENUES OVER/(UNDER) EXPENDITURES $0 $0 $0
CENTRAL OHIO TECHNICAL COLLEGEComparative Budget 2015-2016 vs 2016-2017
4
CENTRAL OHIO TECHNICAL COLLEGE 2015-2016 to 2016-2017
Analysis of Operating Budget Changes
OPERATING REVENUES Tuition and Fees
• Decrease in tuition and fee revenue due to enrollment decline plus additional College Credit Plus waivers
Sales and Services of Educational Departments
• Decrease in Knox building rental income Auxiliary Enterprises
• Decrease in auxiliary revenue from food service commissions revenue change OPERATING EXPENDITURES Overall
• Effect of shift in cost-share agreement due to changing enrollment trends between COTC and Ohio State Newark
• Includes merit based salary increase for staff • Includes increase for student wages
Instructional
• Increase in compensation per COTC – Faculty Union contract • Part-time faculty pay increases • Reduction in part-time faculty budgets due to enrollment decline • Decrease in contract training budgets • Elimination of four vacant faculty positions • Natural Science faculty position increase from 9 to 12 months
Public Service
• Increase in staff costs for WDIC
5
Academic Support
• Academic Affairs operating budget reductions • FY16 position effects
Student Services
• Increase in College Credit Plus book costs • Student Success Liaison position changes • Gateway and recruitment operating budget reductions
Institutional Support
• Reassign Digital Media Technician to cost-shared • Reductions and changes to Technology Services software maintenance costs • Establish contingency for Fair Labor Standards Act • Membership fee reductions
Plant
• Elimination of vacant custodial positions and offset for contracted cleaning
General Overhead
• Decrease in capital funding to meet campus needs for ITS and Facilities NON-OPERATING REVENUES State Subsidy
• Reflects expected increase from the State Interest Income
• Increase in interest income
6
CENTRAL OHIO TECHNICAL COLLEGEFiscal Year 2016-2017
Proposed Budgeted Revenue
OPERATING REVENUES Tuition and Fees Instructional and General 12,537,064 Acceptance Fee 115,000 High School Tuition Reduction (20,000) College Credit Plus Reduction (1,076,042) Other Fees Fines and Penalties 25,000 Non-Resident Fees 70,000 Proficiency Fee 2,000 Tuition Payment Plan Fee 25,000 Transcript Fee 5,500 Ammunition Fee 15,000 EMT Fee 3,440 Nursing Fee 424,000 Surgical Tech Fee 12,068 Heavy Equipment Fee 113,500 WDIC Non-Credit Training Revenue 422,056 Subtotal 12,673,586 Sales and Services of Educational Departments 148,193 Auxiliary Enterprises 13,757 Other Operating Revenue 65,251 TOTAL OPERATING REVENUES 12,900,786 50.6%
NON-OPERATING REVENUES State Appropriations 12,510,428 Interest Income 103,000 TOTAL NON-OPERATING REVENUES 12,613,428 49.4%
GRAND TOTAL $25,514,214 100.0%
7
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14SM 14AU 15SP 15SM 15AU 16SP 16SM 16AU 17SP
Newark CampusRegular 1,282 2,119 1,946 1,067 1,910 1,723 1,035 1,853 1,671 CCP - A 171 52 154 264 75 141 647 83 155 CCP - B - 70 61 - 95 69 - 105 76 CCP - C 10 66 52 6 66 56 7 73 62 Total 1,463 2,307 2,213 1,337 2,146 1,989 1,689 2,112 1,964
Virtual CampusRegular 1,081 1,509 1,318 862 1,324 1,135 836 1,284 1,101 CCP - C 14 72 99 8 145 153 9 160 168 Total 1,095 1,581 1,417 870 1,469 1,288 845 1,444 1,269
Coshocton CampusRegular 134 205 177 108 201 184 105 195 178 CCP - A 53 - 63 78 27 15 108 30 17 CCP - B - - - - - - - - - CCP - C 2 14 5 3 47 35 3 52 39 Total 189 219 245 189 275 234 216 276 233
Knox CampusRegular 186 265 222 108 230 196 105 223 190 CCP - A 130 79 68 187 102 46 129 112 51 CCP - B - - 9 - 41 35 - 45 39 CCP - C - 26 23 - 38 33 - 42 36 Total 316 370 322 295 411 310 234 422 316
Pataskala CampusRegular 209 270 279 223 329 263 216 319 255 CCP - A 798 44 42 590 128 - 358 141 - CCP - B - - - - 16 20 - 18 22 CCP - C 3 11 10 1 16 12 1 18 13 Total 1,010 325 331 814 489 295 575 495 290
Total HeadcountRegular 2,029 3,137 2,837 1,747 2,800 2,517 1,695 2,716 2,441 CCP - A 1,152 175 327 1,107 332 202 1,242 365 222 CCP - B - 70 70 - 152 124 - 167 136 CCP - C 20 157 162 18 252 236 20 277 260 Total* 3,262 3,537 3,383 2,871 3,530 3,043 2,955 3,520 3,024
* Total is unduplicated for student types Percent to last year's actuals 2.9% -0.3% -0.6%
Central Ohio Technical CollegeBudgeted Enrollment Projections - Headcount
FY15 Actuals FY 16 Actuals FY17 Budget
10
14SM 14AU 15SP 15SM 15AU 16SP 16SM 16AU 17SP
Newark CampusRegular 600.8 1,136.6 1,035.9 488.5 989.5 898.2 473.8 959.8 871.3 CCP - A 43.2 10.4 34.3 70.0 15.4 34.2 171.6 16.9 37.6 CCP - B - 15.8 13.5 - 18.7 14.2 - 20.5 15.6 CCP - C 4.3 25.1 22.3 1.5 26.0 21.3 1.7 28.6 23.5 Total 648.3 1,187.9 1,105.9 560.0 1,049.5 967.9 647.0 1,025.8 948.0
Virtual CampusRegular 356.7 511.6 436.4 293.2 427.6 371.4 284.4 414.8 360.2 CCP - C 3.7 22.2 29.8 2.3 37.1 41.3 2.6 40.8 45.5 Total 360.4 533.8 466.2 295.5 464.7 412.7 286.9 455.5 405.7
Coshocton CampusRegular 52.1 95.0 78.6 41.3 90.2 82.0 40.0 87.5 79.5 CCP - A 13.5 - 13.5 18.9 5.4 3.7 26.1 5.9 4.1 CCP - B - - - - - - - - - CCP - C 0.4 4.1 1.0 0.7 22.1 15.6 0.8 24.3 17.1 Total 66.0 99.1 93.2 60.8 117.7 101.3 66.9 117.7 100.8
Knox CampusRegular 79.0 117.1 100.3 44.6 93.8 77.7 43.3 91.0 75.4 CCP - A 42.9 17.9 13.6 62.8 24.8 7.9 43.3 27.3 8.7 CCP - B - - 1.8 - 8.4 7.0 - 9.2 7.7 CCP - C - 17.7 18.0 - 21.0 20.1 - 23.1 22.1 Total 121.9 152.7 133.7 107.4 148.0 112.7 86.6 150.6 113.8
Pataskala CampusRegular 58.4 95.8 118.1 75.3 120.2 108.0 73.0 116.6 104.8 CCP - A 164.4 11.5 10.2 122.7 36.8 - 74.5 40.5 - CCP - B - - - - 3.2 4.0 - 3.5 4.4 CCP - C 0.9 3.2 3.3 0.3 4.9 3.6 0.3 5.4 4.0 Total 223.7 110.4 131.6 198.2 165.0 115.6 147.8 165.9 113.1
Total FTERegular 1,147.0 1,956.1 1,769.4 942.8 1,721.2 1,537.3 914.5 1,669.6 1,491.2 CCP - A 264.0 39.8 71.6 274.4 82.4 45.8 315.5 90.6 50.4 CCP - B - 15.8 15.3 - 30.3 25.2 - 33.3 27.7 CCP - C 9.3 72.3 74.4 4.8 111.0 101.9 5.3 122.1 112.1 Total* 1,420.4 2,084.0 1,930.6 1,222.0 1,944.9 1,710.2 1,235.3 1,915.7 1,681.4
Percent to last year's actuals 1.1% -1.5% -1.7%
Central Ohio Technical CollegeBudgeted Enrollment Projections - FTE
FY15 Actuals FY 16 Actuals FY17 Budget
11
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13
CENTRAL OHIO TECHNICAL COLLEGE TUITION INCREASE
FISCAL YEAR 2016-2017
The cost of tuition has been a critical point in legislative discussion. We are not recommending a tuition increase for the 2016-2017 fiscal year. Factors which affected this decision:
* Tuition and fees are frozen in the FY16 State of Ohio biennial budget bill. We have built a budget under that mandate.
* The college has not increased tuition and fees for five of the last ten fiscal years in compliance and cooperation with the state of Ohio legislature.
14
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16
CENTRAL OHIO TECHNICAL COLLEGEPercentage Fee Increase HistoryAcademic Percentage
Year Increase1996-1997 4.70%1997-1998 3.00%1998-1999 2.90%1999-2000 0.00%2000-2001 -5.00%2001-2002 8.00%Spring 2002 6.00%2002-2003 4.00%2003-2004 9.81%2004-2005 3.70%2005-2006 3.90%Spring 2006 2.10%2006-2007 4.20%2007-2008 0.00%2008-2009 0.00%2009-2010 0.00%Winter 2010 3.50%2010-2011 3.50%2011-2012 3.30%Spring 2012 1.81%2012-2013 3.70%2013-2014 2.20%2014-2015 0.00%2015-2016 0.00% 2016-2017 0.00%
17
(1) (2)Per Credit Instructional General
Hour Fee Fee TOTAL1 136.00 43.00 179.002 272.00 86.00 358.003 408.00 129.00 537.004 544.00 172.00 716.005 680.00 215.00 895.006 816.00 258.00 1,074.007 952.00 301.00 1,253.008 1,088.00 344.00 1,432.009 1,224.00 387.00 1,611.0010 1,360.00 430.00 1,790.0011 1,496.00 473.00 1,969.0012 1,632.00 516.00 2,148.0013 1,632.00 516.00 2,148.0014 1,632.00 516.00 2,148.0015 1,632.00 516.00 2,148.0016 1,632.00 516.00 2,148.0017 1,632.00 516.00 2,148.0018 1,632.00 516.00 2,148.0019 1,768.00 559.00 2,327.0020 1,904.00 602.00 2,506.00
other instructional support such as computer labs, library, etc.
CENTRAL OHIO TECHNICAL COLLEGEProposed Schedule of Instructional & General Fees
Fiscal Year 2016-2017
($115.00 per credit hour out of state surcharge for non-residents of Ohio)
1. Instructional Fee - For educational and associated operational support of institution
2. General Fee - For non-instructional services such as buildings and grounds and
18
Acceptance Fee $80.00
"On-Demand" Transcripts $15.00
Diploma Replacement Fee $20.00
Fingerprinting Fee $25 - $60
Academic Assessment Test Fee $5.00 - $50.00
Proficiency Fee $30.00
Portfolio Fee $75.00
Tuition Payment Plan (TPP) Service Fee $21.00/$27.00
Reenrollment Fee $55.00
Late TPP Fee/Late Payment Fee $15.00-$30.00
Security & Maintenance Fee $16 per term*
EMS/Paramedic Course Fees $100.00 - $250.00
Law Enforcement Ammunition Fee $250.00
Nursing Course/Testing Fees $20.00 - $325.00
Surgical Tech Course/Testing Fees $30.00 - $275.00
Heavy Equipment Fees $1,750.00 - $3,200.00
SENIOR CITIZENS - NON CREDIT - no charge -
*Proposed new fee beginning Autumn 2016. This fee will only be implemented if it is also adopted by
Ohio State Newark.
CENTRAL OHIO TECHNICAL COLLEGESchedule of Fees
Fiscal Year 2016-2017
19
CENTRAL OHIO TECHNICAL COLLEGE Proposed Staff and Faculty Compensation Investments
Fiscal Year 2016 – 2017 SALARY INCREASES Employee Group Salary Pool Expense (Salary & Benefits) Staff COTC Non-Cost Shared 3% $ 147,719 Cost-shared TBD $ 109,732
Subtotal $257,451
Faculty
Full-time TBD $170,093 Part-time 3% $ 95,556 Subtotal $265,649 Students 4% $ 18,987 GRAND TOTAL $542,087 NOTE: Central Ohio Technical College’s compensation philosophy provides a market‐based, performance‐driven framework for compensation; all recommended increases must be based on performance, market, and equity considerations. The compensation process should be utilized to inspire achievement and to reinforce performance and accountability. For Staff, there are no minimum or across‐the‐board increases. Full-time faculty salary increase pool and distribution are governed by the Agreement between Central Ohio Technical College and the United Faculty/Central Ohio Technical College, AFT/OFT. Part-time faculty are paid per contact hour based upon degree level in accordance with the following: Associates or less = $30.75, Bachelors = $35.75, Masters = $42.00, and Doctorate = $42.25. New part-time faculty rates are effective Autumn 2016.
20
Aca
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otal
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r 20
16-2
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PRO
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21
Engl
ish
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cial
& B
ehav
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r 20
16-2
017
PRO
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NA
L B
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STE
M a
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rts &
Sci
ence
s
Page
1 o
f 3
22
Engi
neer
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trica
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27
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r 20
16-2
017
PRO
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STE
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rts &
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s
Page
2 o
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23
Tot
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r 20
16-2
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PRO
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s
Page
3 o
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24
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r 20
16-2
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Yea
r 20
16-2
017
PRO
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NA
L B
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Hea
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cien
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26
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203,
198
319,
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26
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r 20
16-2
017
PRO
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D IN
STR
UC
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NA
L B
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T
Inst
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for
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27
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T
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r 20
16-2
017
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otal
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$182
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NT
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LL
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scal
Yea
r 20
16-2
017
PRO
POSE
D P
UB
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SE
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ET
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9,15
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Subt
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662,
196
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38,5
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8
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otal
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$43,
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$148
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$267
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$28,
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$1,6
48,7
80
CE
NT
RA
L O
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TE
CH
NIC
AL
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LL
EG
EFi
scal
Yea
r 20
16-2
017
PRO
POSE
D A
CA
DE
MIC
SU
PPO
RT
BU
DG
ET
30
NC
SN
CS
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eway
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atew
ay:
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NC
SC
osho
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x N
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kC
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Rec
ruitm
ent
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PER
SON
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LSa
larie
s93
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4
114,
986
14
5,29
0
15
2,14
4
-
-
-
B
enef
its36
5,34
0
37,4
55
48,9
71
50,5
15
-
-
-
Subt
otal
1,30
0,65
4
15
2,44
1
194,
261
202,
659
-
-
-
OPE
RA
TIN
GSu
pplie
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ervi
ces
102,
663
7,
300
8,65
6
8,95
0
28
7,54
6
79,8
82
79,8
12
Eq
uipm
ent &
Sof
twar
e-
-
-
-
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CE
NT
RA
L O
HIO
TE
CH
NIC
AL
CO
LL
EG
EFi
scal
Yea
r 20
16-2
017
PRO
POSE
D S
TU
DE
NT
SE
RV
ICE
S B
UD
GE
T
Page
1 o
f 3
31
NC
SN
CS
Cam
pus
CS
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a Eg
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nanc
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Page
2 o
f 3
CE
NT
RA
L O
HIO
TE
CH
NIC
AL
CO
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EG
EFi
scal
Yea
r 20
16-2
017
PRO
POSE
D S
TU
DE
NT
SE
RV
ICE
S B
UD
GE
T
32
CS
CS
Stud
ent
NC
ST
otal
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EFi
scal
Yea
r 20
16-2
017
PRO
POSE
D S
TU
DE
NT
SE
RV
ICE
S B
UD
GE
T
Page
3 o
f 3
33
NC
S &
CS
NC
SN
CS
NC
S &
CS
CS
NC
S &
CS
Inst
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nal
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rd o
fG
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CE
NT
RA
L O
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CH
NIC
AL
CO
LL
EG
EFi
scal
Yea
r 20
16-2
017
PRO
POSE
D IN
STIT
UT
ION
AL
SU
PPO
RT
BU
DG
ET
Page
1 o
f 4
34
NC
S &
CS
NC
S &
CS
Hum
anIn
stitu
tiona
l Pl
anni
ng
NC
S &
CS
NC
S &
CS
NC
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Ben
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55,6
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RA
TIN
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$686
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Page
2 o
f 4
CE
NT
RA
L O
HIO
TE
CH
NIC
AL
CO
LL
EG
EFi
scal
Yea
r 20
16-2
017
PRO
POSE
D IN
STIT
UT
ION
AL
SU
PPO
RT
BU
DG
ET
35
NC
S &
CS
CS
Mar
ketin
gC
SC
SC
STe
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logy
& P
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Perfo
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215,
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CE
NT
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scal
Yea
r 20
16-2
017
PRO
POSE
D IN
STIT
UT
ION
AL
SU
PPO
RT
BU
DG
ET
Page
3 o
f 4
36
Tot
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Fisc
al Y
ear
2016
-201
7
PRO
POSE
D IN
STIT
UT
ION
AL
SU
PPO
RT
BU
DG
ET
Page
4 o
f 4
CE
NT
RA
L O
HIO
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CH
NIC
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CO
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EG
E
37
NC
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NC
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CE
NT
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L O
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CH
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CO
LL
EG
EFi
scal
Yea
r 20
16-2
017
PRO
POSE
D O
PER
AT
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& M
AIN
TE
NA
NC
E O
F PL
AN
T B
UD
GE
T
Page
1 o
f 2
38
CS
CS
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Fisc
al Y
ear
2016
-201
7
PRO
POSE
D O
PER
AT
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& M
AIN
TE
NA
NC
E O
F PL
AN
T B
UD
GE
T
Page
2 o
f 2
CE
NT
RA
L O
HIO
TE
CH
NIC
AL
CO
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EG
E
39
NC
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CS
NC
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EFi
scal
Yea
r 20
16-2
017
PRO
POSE
D G
EN
ER
AL
OV
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HE
AD
BU
DG
ET
40
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NT
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CH
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EFi
scal
Yea
r 20
16-2
017
PRO
POSE
D A
UX
ILIA
RY
EN
TE
RPR
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S B
UD
GE
T
41
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ratio
n &
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52.5
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43
Central Ohio Technical College Proposed Budget1 Snow Removal Contingency Fund 5,000$ 2 Coshocton Campus Repairs & Maintenance 18,300 3 Knox Campus Repairs & Maintenance 5,500 4 Pataskala Campus Repairs & Maintenance 29,000
57,800$ Cost-shared
5 Hopewell Hall North Entry Door Replacements 50,000$ 6 Hopewell Hall Sidewalk Replacement 30,000 7 Newark Campus Landscaping Improvements 9,000 8 ITS Suite Carpet and Paint 13,000 9 Warner Center Math Lab Remodel 10,000
10 Founders Hall Primary Electric Line Replacement 50,000 11 Tammen Property Gravel Parking Lot 15,000 12 Campus Tree Trimming 10,000 13 Electrical Projects Discretionary Funds 10,000 14 Miscellaneous Sidewalk and Curb Repair / Replacement 10,000 15 Project Manager Discretionary Fund 20,000 16 Snow Removal Contingency Fund 20,000
253,000$
Central Ohio Technical College Proposed Budget17 COTC Renewals & Replacements 25,000$ 18 New Hire Furniture & ITS Equipment 5,000 19 Wellness Furniture Initiative 5,000 20 COTC Academic Leadership Suite Furniture 30,000 21 Extended Campus Ice Makers & Coffee Machines 11,875 22 LeFevre 130 & 131 Furniture & Dock Doors 8,800 23 Automobile Replacement 20,000 24 LET/BPA Equipment* 13,942 25 Transducers, Instrumentation and Control Teaching Set* 9,950 26 DMS Lab Ergonomic Equipment* 7,204 27 CIT 103 Lab Components* 6,991
146,262$ Cost-shared
28 Parking Lot Pole Signs 7,500$ 29 Grasshopper Mower 19,900 30 Golf Cart for Grounds 4,000 31 Classroom Task Chair Replacements - Phase I 50,000 32 Wellness Furniture Initiative 5,000 33 Door Security Hardware 10,000 34 Hopewell Hall Fire Alarm Panel 20,000 35 Golf Carts for Maintenance - 2 8,000 36 2017 Cost Shared Renewals & Replacements 14,000 37 Light Pole Banner Replacement 7,500
Replacement of Campus Furniture, Fixtures & Equipment
Central Ohio Technical College Proposed Capital & Maintenance Projects
Fiscal Year 2016-2017
Campus Maintenance & Improvements
44
Central Ohio Technical College Proposed Capital & Maintenance Projects
Fiscal Year 2016-2017
Cost-shared Proposed Budget38 Miscellaneous Interior Campus Signage 5,000$ 39 Campus Artwork Discretionary Fund 5,000 40 Reese Conference Services Renewals & Replacement Funds 5,000
168,400$
Central Ohio Technical College Proposed Budget41 Future COTC External Website Upgrade (Set aside) 62,500$ 42 Faculty ADA Lecture Capture Equipment 5,065 43 Contract Services: Online Courses ADA Closed Captioning 7,500 44 Turnitin Plagiarism Tool 6,400 45 Gateway eTranscription Services 15,000 46 Ellucian Student Planning (replaces eAdvising) 53,100 47 Document Imaging - Accounting Department 19,992 48 Document Imaging Infrastructure Expansion / Upgrade 14,200 49 COTC NCS Desktop Refresh 243,556 50 COTC NCS AV/Multimedia Refresh 12,395 51 COTC Engineering IT Additions 24,082 52 Engineering Printer Refresh* 6,000 53 Coshocton Campus - Network Switch Replacement - 1st Floor 11,895 54 Pataskala Campus - Engineering Lab Installation 20,730
518,655$ Cost-shared
55 Server Network Stack Refresh 51,890$ 56 UPS Refresh 5,000 57 Wireless Network Refresh 33,790 58 Disaster Recovery - Newark Campus 75,000 59 CS Desktop Refresh 161,308 60 CS AV/Multimedia Refresh 121,200 61 Imaging Tool for Moving Settings, Favorites, and Other Apps 8,400 62 Data Center UPS Replacement 19,500 63 Disposal of Hard Drives (Shredding) 5,000 64 Citrix Hardware / Software Upgrade 59,000 65 Campus Cellular Coverage Upgrade 27,500 66 SCOM Server Monitoring Application 16,000 67 Copper Infrastructure Upgrade - Hopewell Faculty Offices 21,000 68 Document Imaging - Accounting 13,328
627,816$
Central Ohio Technical College Proposed Budget69 Program Accreditation Site Visits 16,600$ 70 45th Anniversary 37,000
73,600$
New Initiatives
Replacement of Information Technology Equipment and Software
Replacement of Campus Furniture, Fixtures & Equipment (cont.)
45
TotalProgram COTC BOTH By Program
Faculty/Staff/Student SupportFaculty Orientation 5,500Flower Fund 2,000Employee Recognition 4,200Student Recognition 1,000Total Faculty/Staff/Student Support $12,700
Community RelationsAdvisory Programs 2,000President's Discretionary 21,500 2,800Newark Campus Outreach & Engagement 4,000Total Community Relations $30,300
Development Fund Total Budget $43,000
Institution
CENTRAL OHIO TECHNICAL COLLEGEDevelopment Fund
Board Designated AccountProposed Budget 2016-2017
46
NEWARK CAMPUS COTC DEVELOPMENT FUND
PROPOSED BUDGET Project Description 2016-2017
Faculty/Staff/Student Support
Institution
Description
Faculty Orientation COTC COTC has a week long faculty orientation program before classes start each fall. The funds are used for programs to update instructional skills and present new techniques.
Flower Fund Both These funds are used to send flowers to employees, their family members and friends of the campus on occasions such as hospitalizations, births and deaths.
Employee Recognition Both These funds are used to provide recognition to the campus. The programs include a fall, holiday, and spring event.
Student Recognition Program Both This fund is used to honor top academic students at both COTC and Ohio State Newark.
47
Community Relations
Institution Description
Advisory Programs COTC Each technology has a citizen’s advisory committee to assist in the direction of their COTC program. These committees meet 2-3 times a year to discuss curriculum matters. The funds are used to provide materials and refreshments for these groups.
President’s Discretionary COTC These funds provide an alternative source of funding to be used by the President or designees for programs and events.
Newark Campus Community Outreach and Engagement
Both The funds are used to encourage outreach and community involvement with the campus.
48
Proposed FY17 Collaboration Agreement between The Ohio State University and Central
Ohio Technical College
A-1
Table of Contents
Collaboration Agreement Between The Ohio State University and Central Ohio Technical College
I. Prologue II. Compact III. Responsibility for Acts or Omissions IV. Term, Review, Modification, or Termination of the Agreement Appendix A Collaboration Agreement Working Principles
• A-1: General Overview • A-2: Administration • A-3: Campus Space • A-4: Utilities • A-5: Budgeting Process, Billing, and Payment • A-6: Cost-share Calculation / Formulas
Appendix B Collaboration Structure by Campus
• B-1: Cost-share Agreement Description • B-2: Cost-share Factor History • B-3: Cost-share Factor Department Breakdown • B-4: Cost-share 2016-2017 Revenue/Expense by Department
Appendix C Public Service
• C-1: Conference Services APPENDIX D Academic Support Services
• D-1: Career Services • D-2: Library
A-2
APPENDIX E Student Support Services
• E-1: Enrollment Management • E-2: Financial Aid • E-3: Student Life Administration • E-4: Student Organizations/Clubs/Events, Intramural Sports, and Multi-cultural Affairs • E-5: Center for Student Success Administration • E-6: Center for Student Success • E-7: Testing Center • E-8: Disability Services
APPENDIX F Institutional Support
• F-1: Executive Office • F-2: Office of Development • F-3: Business and Finance Office • F-4: Human Resources • F-5: Purchasing • F-6: Bursar • F-7: Accounting • F-8: Technology Services • F-9: Marketing and Public Relations • F-10: Performing Arts • F-11: Staff Development Committee • F-12: Welcome Center • F-13: Services Center • F-14: Telecommunications • F-15: Telephone Services
APPENDIX G Physical Facilities Operations
• G-1: Facility Operations • G-2: Grounds • G-3: Building Maintenance • G-4: Custodial • G-5: Public Safety Administration • G-6: Utilities
APPENDIX H General Overhead
• H-1: Capital Equipment
A-3
APPENDIX I Campus Bookstore Revenue
• I-1: Campus Bookstore APPENDIX J Auxiliary: Cost-shared
• J-1: Food Service APPENDIX K Auxiliary: Non-cost-shared
• K-1: Traffic & Parking
A-4
Collaboration Agreement Between The Ohio State University and Central Ohio Technical College
I. Prologue This Collaboration Agreement is between The Ohio State University at Newark, hereafter called the University, and Central Ohio Technical College, hereafter called the College. It replaces and supersedes all previous cost-share and other related agreements, whether written or verbal, between the respective institutions. This Agreement pertains only to operations conducted on sites shared by the University and the College situated between Granville Road and Country Club Drive in Newark, Ohio, hereafter called the Campus. II. Compact In accordance with state policy and by mutual accord, the University and the College share resources and connect programs to benefit the students of both institutions. This collaboration allows them to provide multiple pathways for student education; reduce unnecessary duplication; and promote the effective use of state fiscal, physical, and personnel resources. The University and the College agree to collaborate and partner wherever possible with the goal of heightening academic quality, operational transparency, and economic efficiency. The Appendices that follow define the ways that the University and the College will share resources to accomplish that goal. These Appendices are incorporated into this Agreement as if fully rewritten herein. III. Responsibility for Acts or Omissions Each institution agrees to be responsible for the negligent acts or omissions by or through itself or its agent, employees, and contracted servants. Each party further agrees to defend itself and pay any costs arising from such negligent acts or omissions, but the parties agree to cooperate in the defense of any actions or claims to the fullest extent possible. IV. Term, Review, Modification, or Termination of the Agreement This Agreement shall take effect as of July 1, 2016 and shall remain in effect for a period of one year. This Agreement shall be reviewed by both institutions annually, but no later than 90 days before the end of each fiscal year. It may be modified by mutual written agreement. Either party wishing to negotiate a modification shall provide the other party with notice in writing not less than 30 days before such negotiations are to be commenced. Either party may terminate this agreement by providing notice of intent to effect termination to the other party, in writing, not less
A-5
than one calendar year prior to the date of such termination. IN WITNESS WHEREOF, the individuals listed below set their hands to duplicates of this Agreement the day and year as respectively noted. _____ ___________________________ Date William L. MacDonald, Ph.D., Dean and Director, The Ohio State University at
Newark _____ ___________________________ Date Bonnie L. Coe, Ph.D., President, Central Ohio Technical College _____ ___________________________ Date Geoffrey S. Chatas, Sr. Vice President for Business and Finance and Chief Financial
Officer, The Ohio State University
A-6
APPENDIX A Collaboration Agreement Working Principles A-1. General Overview In the spirit of collaboration and efficiency, to the extent feasible, services will be provided to the entire Campus and cost-shared proportionately by both institutions.
• Both institutions will participate in defining the level of service desired, in setting a budget for the service requirements, in monitoring the quality of service, in monitoring budgets, in hiring, and in administering the personnel, purchasing, and other requirements of the service.
• Appendices C through K specify the various services provided to the Campus. Each Appendix defines one service, specifies which institution is responsible for providing it, details the scope of the provided service, and states the formulas by which the budget is established and the costs of the services are assessed.
A-2. Administration The section that follows is meant to describe the functions necessary to the collaborative and efficient administration of the Agreement. Each Campus retains the ability under the terms of this Agreement to use the nomenclature it deems most appropriate for the committees and subcommittees charged to administer the Agreement. A Shared Services Committee referred to as Campus Council shall be formed to plan and monitor Campus-wide services. Its membership shall be agreed upon by the institutions and may include the chief financial officer of each institution, the superintendent of physical facilities, chief of Campus public safety, a member of the Board from each institution, and a faculty representative from each institution. Campus Council or its Executive Management Subcommittee shall meet regularly on an agreed-upon schedule to:
• Review and monitor shared services budgets. The chief financial officer shall develop shared services budgets annually, which are to be approved by the chief executive officer of each institution. The Executive Management Subcommittee of Campus Council shall review the expenditure record of each shared service. If a service is exceeding its budget, the committee may direct the manager to implement economy measures, or
A-7
may approve an addition to the budget, as appropriate.
• Set and monitor service expectations. The committee shall monitor the quality of shared services. If a change in policy or in the scope of a shared service is desired, the unit manager shall prepare a plan of action and an estimate of cost. The committee may direct the implementation such change and augment or reduce the unit's budget, as appropriate.
• Coordinate Campus-wide policy. The committee shall review, approve, or modify Campus-wide policy and may propose new policies, including but not limited to parking fees. The University shall maintain a master file of Campus-wide policy.
• For any construction or renovation project on Campus that exceeds $50,000 in total cost, regardless of the current ownership or use of the building or space, the Executive Management Subcommittee of Campus Council shall review and approve the project request by a simple majority vote.
• The University and the College shall maintain a joint Master Plan for the Campus, to be updated at minimum every 10 years.
A-3. Campus Space All assignable space on Campus shall be assigned to one institution or designated as shared. Unless otherwise defined, space assignments shall be made by written agreement between the institutions. Each institution shall secure and maintain appropriate insurance to protect its assigned space against fire, theft, vandalism, liability, and other such eventualities. Insurance to cover shared space shall be jointly funded as agreed upon by the institutions. Space shall be scheduled Campus-wide by the Physical Facilities Operations Superintendent (see Appendix G) for the benefit of both institutions and according to utilization standards. Whenever feasible, one institution shall allow its assigned space to be reserved by the other upon request. The scheduling of Campus facilities by third parties shall be done by the conference services department for the benefit of both institutions. Both institutions shall abide by mutually agreed-upon policies, fee schedules, and facility rental agreements in scheduling non-instructional use of shared Campus facilities.
A-8
A-4. Utilities All utility expenditures for shared buildings will be paid initially by the College and then billed to the University as a part of the monthly cost share billing referenced in A-5. A-5. Budgeting Process, Billing, and Payment Prior to the beginning of each fiscal year, each institution shall develop estimates of budgeted amounts to be expended in shared accounts as a part of their normal operating budget process. The basis for assessing costs from each provided service is detailed in the Appendices. The Office of Business and Finance will produce financial statements quarterly for both the College and the University that contain activity for cost-shared offices. A monthly cost-share billing will be produced that will provide the detail for the monthly invoice between the College and University. Payment is due 15 days after the billing is received. A-6. Cost-Share Calculation / Formulas All operating and capital-related expenditures may be initially paid by either party and billed to the other. When positions are cost-shared, salaries and benefits may be paid by either institution based on the assignment of the specified employees. Other factors for calculating cost-share are as follows (Note that the following are examples and actual cost-share factors are denoted in Appendices B-K):
• 50/50, an equal split utilized for agreed-upon services that benefit both sides equally (e.g., conference services, community events, performing arts, welcome center, business offices if personnel are shared)
• Enrollment headcount, which covers services likely to be utilized by individuals regardless of course hours taken (e.g., disability services, parking, registration and financial aid if offices are shared, student career and job skills services, testing center and tutoring, multi-cultural affairs, and student events)
• Enrollment FTE, which covers services likely to be utilized by students based on course load (e.g., library operations including personnel, supplies and equipment, facilities operations, recreation and physical activities, Campus safety, technology services)
• Direct cost factor, which covers uses that vary individually (e.g., bookstore operations,
A-9
food service operations, child care center, telephone usage, duplication charges; postage, institution-specific library materials)
• Square footage, which is based upon the square footage for which each institution is responsible, with non-assignable and common space assigned based on the percent of assigned space or percent utilization of shared space (e.g., capital equipment, custodial service, room scheduling, grounds keeping and maintenance, utilities).
A-10
APPENDIX B Newark Campus Cost-share Functional Description B-1. Cost-share Agreement Description The Cost-share Agreement is an agreement updated annually between The Ohio State University at Newark (Ohio State Newark) and Central Ohio Technical College (COTC) to share the expenditures for offices that serve both Ohio State Newark and COTC students, faculty and staff. This agreement also includes the shared income/expenditure of Auxiliary Enterprises for both Ohio State Newark and COTC. The purpose of the cost-share agreement is to systematically allocate costs related to the sharing of personnel, operating expenditures and capital equipment. The guiding principle for the cost-share agreement is the equitable allocation of expenditures while maintaining an agreement that by nature strengthens both institutions and is measurable and logical. It is important that as the two institutions change and evolve, we constantly evaluate and monitor the cost-share agreement and establish that it still accomplishes the primary purpose of equitably sharing costs of departments utilized by both Ohio State Newark and COTC. The cost-shared departments on campus are fundamentally different and are treated as such. It is with this premise that we utilize five separate factors that directly address the characteristics of these offices. It is important to note that the cost-share factor is a means of splitting costs and therefore, it may not directly relate to individual employees’ position descriptions. These factors are directly tied to different utilization methodologies employed by the different departments and reflect a “pay for what you use” concept. This concept protects both institutions in periods of unequal growth, as well as keeps the cost-share formula simple enough to manage in a complex environment. The five factors are outlined below:
50/50 Factor This factor is used for departments where office workload will always be independent of enrollment swings and should be divided equally. For example, the Business and Finance Office, Accounting Department and the Development Office perform the same amount of work when enrollment is increasing as well as if it were to decrease. Headcount Factors This factor applies to departments where workload directly correlates to the actual number of students served regardless of course load. Departments that fall within this factor are classified as either Newark Campus or All Enrollment. This classification is based upon the amount of support that the department provides to COTC’s extended campuses.
• Newark Campus – departments in which the actual number of students on the Newark Campus dictate their workload. Examples include Student Intramurals and Student Activities.
A-11
• All Enrollment – departments in which the actual number of students on all campuses dictates their workload. Examples include Financial Aid and the Bursar’s Office.
FTE Factors The “FTE” aspect acknowledges the number of students on campus but also the course load of the students. For example, one full-time student is equivalent to two half time students. This factor applies to departments where utilization is driven by the number of full-time equivalent students utilizing the services of those departments, such as the Library, Facilities and Public Safety. Also included are departments that may not be tied directly to students but to faculty and staff of the institution since this number is indirectly related to the FTE of each institution. Examples of these departments are Human Resources and Purchasing. FTE departments are also classified into one of two categories: Newark Campus and All Enrollment.
• Newark Campus – departments that service the FTE of the
Newark Campus only. Examples include Grounds and Maintenance.
• All Enrollment – departments that service the FTE of all campuses. Examples include Human Resources and Marketing and Public Relations.
The cost-share percentages are calculated annually based upon an average of current year projected enrollment and prior year actual enrollment for COTC and Ohio State Newark. Headcount and FTE All Enrollment factors are calculated using enrollment from Newark, Coshocton, Virtual, Knox and Pataskala Campuses; dual enrollment Headcount and FTE are excluded from all calculations. Headcount and FTE Newark Campus factors include Newark Campus enrollment only. Appendix B Section 3 (Cost-share Factor Breakdown) categorizes departments according to one of the five factors listed above. Combined, these five factors continue to strengthen both Ohio State Newark and COTC by creating a model of equality. The model of equality accommodates the institutions’ varying enrollment trends while continuing to maintain an environment that stimulates growth. The budget for the cost-shared accounts is established within the budget cycle. The cost-share budget for fiscal year 2016-2017 can be found in Appendix B Section 4 (2016-2017 Cost-share Revenue/Expense). This budget is used to account for items in which the costs are shared by the individual institutions. The cost of the agreement is projected based on the established budgets at the beginning of the fiscal year and appropriate payments are initiated monthly. All operating and capital-related expenditures are initially paid by COTC and billed to Ohio State Newark. Cost-shared salaries and benefits are paid by either institution based on the assignment of the specified employee. The school that initially pays the employee bills the other school for their portion of the expenses. Before the close of the books within the fiscal year, the cost-shared accounts are reconciled, the
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appropriate percentages applied, and the appropriate receivable or payable established. Detailed accounting procedures are outlined in Appendixes C - K.
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B-2. Cost-share Factor History
Ohio State Newark COTC2009-10 50.0% 50.0% 50/50 Factor
44.6% 55.4% Headcount Factor - Newark56.3% 43.7% FTE Factor - Newark36.1% 63.9% Headcount Factor - All Enrollment43.5% 56.5% FTE Factor - All Enrollment
2010-11 50.0% 50.0% 50/50 Factor43.0% 57.0% Headcount Factor - Newark52.3% 47.7% FTE Factor - Newark32.8% 67.2% Headcount Factor - All Enrollment39.4% 60.6% FTE Factor - All Enrollment
2011-12 50.0% 50.0% 50/50 Factor44.1% 55.9% Headcount Factor - Newark54.3% 45.7% FTE Factor - Newark33.5% 66.5% Headcount Factor - All Enrollment40.4% 59.6% FTE Factor - All Enrollment
2012-13 50.0% 50.0% 50/50 Factor45.6% 54.4% Headcount Factor - Newark59.6% 40.4% FTE Factor - Newark36.0% 64.0% Headcount Factor - All Enrollment44.3% 55.7% FTE Factor - All Enrollment
2013-14 50.0% 50.0% 50/50 Factor47.0% 53.0% Headcount Factor - Newark59.1% 40.9% FTE Factor - Newark35.8% 64.2% Headcount Factor - All Enrollment43.9% 56.1% FTE Factor - All Enrollment
2014-15 50.0% 50.0% 50/50 Factor44.6% 55.4% Headcount Factor - Newark57.7% 42.3% FTE Factor - Newark34.4% 65.6% Headcount Factor - All Enrollment42.6% 57.4% FTE Factor - All Enrollment
2015-16 50.0% 50.0% 50/50 Factor47.8% 52.2% Headcount Factor - Newark59.9% 40.1% FTE Factor - Newark37.5% 62.5% Headcount Factor - All Enrollment45.5% 54.5% FTE Factor - All Enrollment
2016-17 50.0% 50.0% 50/50 Factor51.9% 48.1% Headcount Factor - Newark64.4% 35.6% FTE Factor - Newark40.7% 59.3% Headcount Factor - All Enrollment49.8% 50.2% FTE Factor - All Enrollment
COST-SHARE FACTOR REVIEW
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B-3. Cost-share Factor Department Breakdown
50/50 factor includes the following departments:AccountingBusiness and Finance OfficeCapital EquipmentConference ServicesDevelopment OfficeExecutive Office OperationsPerforming ArtsPlanning SupportWelcome Center
Headcount All Enrollment factor includes the following departments:BursarDisability ServicesEnrollment ManagementFinancial AidStudent Life AdministrationTesting Center
Headcount Newark Campus factor includes the following departments:Center for Student SuccessMulti-cultural AffairsStudent ActivitiesStudent Intramural SportsStudent Organizations & Clubs
FTE All Enrollment factor includes the following departments:Book Store RevenueCareer ServicesFacilities OperationsHuman ResourcesLibraryMarketing and Public RelationsPurchasingTechnology ServicesTelecommunications
FTE Newark Campus factor includes the following departments:CustodialFood ServiceGroundsMaintenanceMiscellaneous Revenue Public SafetyServices CenterStaff Development CommitteeTelephone ServicesUtilities
Cost-share Agreement Factor Breakdown
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B-4. Cost-share 2016-2017 Revenue/Expense by Department 2016-2017 COST-SHARE REVENUE/EXPENSE
Newark COTC'S Ohio StateCost-share Share Newark's Share
PUBLIC SERVICE - Conference Services 27,432 13,716 13,716
ACADEMIC SUPPORT Career Services 86,163 43,254 42,909 Library 461,124 231,465 229,659
547,286 274,718 272,568
STUDENT SERVICES Center for Student Success 398,907 191,874 207,033 Disability Services 244,932 145,245 99,687 Enrollment Management 12,500 7,413 5,088 Financial Aid 519,812 308,249 211,564 Student Groups & Activities 202,587 97,444 105,142 Student Life Admin 350,947 204,761 146,187 Testing Center 119,805 71,044 48,761
1,849,490 1,026,029 823,461
INSTITUTIONAL SUPPORT Accounting 407,984 203,992 203,992 Bursar 269,888 160,044 109,844 Business & Finance Office 634,302 317,151 317,151 Development Office 150,551 75,275 75,275 Executive Office Operations 46,175 23,088 23,088 Human Resources 448,199 224,996 223,203 Marketing & Public Relations 462,674 232,262 230,412 Performing Arts 21,619 10,810 10,810 Planning Support 4,400 2,200 2,200 Purchasing 265,576 133,319 132,257 Services Center 341,853 121,700 220,153 Staff Development Committee 2,500 890 1,610 Technology Services 1,474,148 740,022 734,126 Telecommunications 110,500 55,471 55,029 Telephone Services 185,000 65,860 119,140 Welcome Center 61,405 30,702 30,702
4,886,773 2,397,782 2,488,992
OPERATION & MAINTENANCE OF PLANT Custodial 803,988 286,220 517,768 Facilities 1,419,745 571,139 848,606 Grounds 456,873 162,647 294,226 Maintenance 529,340 188,445 340,895 Public Safety 396,328 141,093 255,235
3,606,273 1,349,543 2,256,730
GENERAL OVERHEAD - Capital Equipment 1,050,000 525,000 525,000 AUXILIARY ENTERPRISES - Food Service (2,009) (715) (1,294)
MISC REVENUE - COTC CS (15,000) (5,340) (9,660) BOOKSTORE REVENUE - CS (250,000) (125,500) (124,500) CONFERENCE SERVICES REVENUE - CS (35,000) (17,500) (17,500)
(300,000) (148,340) (151,660)
TOTALS 11,665,246 5,437,733 6,227,513
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APPENDIX C Public Service FY2016-FY2017 (July 1, 2016-June 30, 2017) C-1: Conference Services Conference Services provides comprehensive conference services to both internal and external customers.
Position FTE Initially Paid By Event Planner 1.00 COTC
Cost-share Factor: Revenue and expenses are cost-shared on the 50/50 factor. APPENDIX D Academic Support Services FY2016-FY2017 (July 1, 2016-June 30, 2017) D-1: Career Services The function of the Career Services department is to assist students and graduates in developing skills, experience, and necessary preparations in finding employment and pursuing career goals.
Position FTE Initially Paid By Manager, Career Development & Experiential Learning
1.00 COTC
Cost-share Factor: Expenses are cost-shared on the FTE All Enrollment factor. D-2: Library The mission of the Campus Library is to support the diverse educational programs on Campus by providing quality services; comprehensive subject collections; and current, quality information in a variety of formats, to student, faculty, staff, and community library users. The Director of the Campus Library shall be the functional administrator of this service and shall serve as Campus librarian for both the College and the University. The Library’s Scope of Services includes:
• Operate and staff a Campus library for the benefit of all Campus students, faculty, staff, and affiliates of the University and the College;
• Maintain and control the circulation of all books and periodicals entrusted to its care, whether acquired by joint purchase or from institutional budgets;
• Purchase reference works, periodicals, and books for the benefit of the Campus;
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• Purchase access licenses for selected data-bases for the benefit of the Campus; • Arrange for sharing of library resources by way of intra-library or inter-library loan; • Provide computer access to library electronic catalog, to data-bases, and to the
Internet; • Initiate collaboration with faculty and students in collection development; • Provide instruction on the use of reference resources and provide direct reference
assistance, as needed.
Position FTE Initially Paid By Director of Library 1.00 Ohio State Newark Special Collections & Reference Librarian
1.00 Ohio State Newark
Reference and Instruction Librarian 1.00 Ohio State Newark Library Associate 1 1.00 Ohio State Newark Library Media Technical Assistant 0.75 Ohio State Newark
Cost-share Factor: Expenses are cost-shared on the FTE All Enrollment factor. Both Ohio State Newark and COTC have established a book, subscription, and periodical budget for acquisitions that apply directly to each institution. These funds are budgeted in the non-cost-shared library budget for each institution. A cost-shared library acquisition budget has been funded for materials that support the general collection and combined with operating expenses are shared on the FTE All Enrollment factor. APPENDIX E Student Support Services FY2016-FY2017 (July 1, 2016-June 30, 2017) E-1: Enrollment Management The Enrollment Management account captures shared expenses for both COTC and Ohio State Newark admission offices. Cost-share Factor: Expenses are cost-shared on the Headcount All Enrollment factor. **No personnel are charged to this department. E-2: Financial Aid The Office of Financial Aid provides administrative and student support for all financial aid programs for both COTC and Ohio State Newark.
Position FTE Initially Paid By Director of Financial Aid 1.00 COTC Assistant Director of Financial Aid 1.00 COTC Financial Aid Systems Administrator 1.00 COTC
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Financial Aid Advisor 4.00 COTC Financial Aid Coordinator 0.75 COTC
Cost-share Factor: Expenses are cost-shared on the Headcount All Enrollment factor. Costs that are directly associated with either institution will be charged directly to that institution and are not cost-shared. E-3: Student Life Administration Student Life Administration provides administrative support to student life and Campus event functions. The joint Student Life Administration shall provide a common structure of student activities for the Campus. The Office of Student Life strives to complement the academic programs on Campus and enhance the overall educational experience of students by providing co-curricular programming that is intended to foster interpersonal and leadership skill development, appreciation for diverse people and opinions, and opportunities for social, cultural, intellectual, physical, and emotional growth. The Director of Student Life shall be the functional administrator of these services. Scope of Student Life Administration
• Staff and supervise Student Center for the benefit of students of both institutions; • Design and organize student activities programs for the benefit of students of both
institutions; • Design and organize arts, cultural, and other social events at reasonable cost for the
benefit of the Campus and the public. • Schedule the use of student activity space and facilities.
Position FTE Initially Paid By Director of Student Life 1.00 COTC Coordinator for Student Involvement 1.00 Ohio State Newark Administrative Assistant 1.00 COTC Program Manager, Multicultural Affairs 1.00 Ohio State Newark
Cost-share Factor: Expenses are cost-shared on the Headcount All Enrollment factor. E-4: Student Organizations/Clubs/Events, Intramural Sports, and Multi-cultural Affairs Student Activities for the campus provide social and cultural awareness to the campus community, primarily students.
Position FTE Initially Paid By Program Coordinator, Recreational Sports
0.75 Ohio State Newark
Cost-share Factor: Expenses are cost-shared on the Headcount Newark Campus factor.
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E-5: Center for Student Success Administration Center for Student Success Administration provides math support, skill development, and tutoring services for Ohio State Newark and COTC students.
Position FTE Initially Paid By Director for Student Success 1.00 COTC Professional Tutor 0.19 COTC Math Learning Center Coordinator 1.00 Ohio State Newark Learning Skills Specialist 1.00 Ohio State Newark
Cost-share Factor: Expenses are cost-shared on the Headcount All Enrollment factor. Support is provided by Carl D. Perkins funding through the Federal and State Department of Education. Any expenditure beyond the Perkins grant allocation is cost-shared. E-6: Center for Student Success Center for Student Success provides math support, skill development, and tutoring services for Ohio State Newark and COTC students. Cost-share Factor: Expenses are cost-shared on the Headcount Newark Campus factor. **No personnel are charged to this department. E-7: Testing Center The Testing Center provides testing accommodations for students with documented disabilities in accordance with applicable law and make-up testing for students as directed by the instructor.
Position FTE Initially Paid By Testing Center Coordinator 1.00 Ohio State Newark Testing Center Assistant 0.50 COTC
Cost-share Factor: Expenses are cost-shared on the Headcount All Enrollment factor. E-8: Disability Services Disability Services provides services to disabled student in the areas of counseling, classroom support, and special equipment requirements.
Position FTE Initially Paid By Director of Disability Services 0.75 COTC Case Manager 1.00 COTC Personal Counselor/Psychiatrist 1.00 Ohio State Newark Mental Health Therapist 0.50 COTC
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Cost-share Factor: Expenses are cost-shared on the Headcount All Enrollment factor. Support is provided by Carl D. Perkins funding through the Federal and State Department of Education. Any expenditure beyond the Perkins grant allocation is cost-shared. APPENDIX F Institutional Support FY2016-FY2017 (July 1, 2016-June 30, 2017) Overview: The institutional support area provides all the general administration functions for Ohio State Newark and COTC. Institutional support is further defined functionally into many budget areas. While various expenses of the offices, Business and Finance, Human Resources, Advancement, etc., are cost-shared, non-cost-share budgets have also been developed. Furthermore, travel costs, where applicable, are charged directly to the appropriate institution. F-1: Executive Office The Executive Office account captures the shared expenses of the Office of the President of Central Ohio Technical College and the Dean and Director of The Ohio State University at Newark. Cost-share Factor: Expenses are cost-shared on the 50/50 factor. **No personnel are charged to this department. F-2: Office of Development The Office of Development shall be responsible for development and alumni relations services. The shared services shall provide a single portal to address the needs of both institutions in the following areas: Development:
• Conduct advancement research on corporations, foundations, and individuals able to assist the institutions in meeting their development goal of providing an affordable, quality education;
• Raise funds for the institutions from public, private, and non-profit sources; • Perform stewardship functions on gifts and publicize the benefit created by the gifts; • Consider affinity agreements, as appropriate.
Alumni Relations (COTC): • Through communications and activities, establish and maintain effective relationship
between the institutions and their alumni; • Help foster closer connection between alumni and the alma mater as well as the
current student bodies.
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Position FTE Initially Paid by Assistant Director of Development 1.00 Ohio State Newark Office Associate 1.00 COTC
Cost-share Factor: Expenses are cost-shared on the 50/50 factor. The Director of Development position is paid 25% by the OSU Development Office Columbus Campus, 25% Ohio State Newark, and 50% COTC. F-3: Business and Finance Office The Business and Finance Office provides budget, accounting, payroll, and overall business support and financial planning to the campus. This office also serves as campus Treasurer.
Position FTE Initially Paid By Director of Business & Finance (Ohio State Newark)/VP for Business & Finance (COTC)
1.00 COTC
Assistant Director of Business & Finance 1.00 COTC Senior Budget and Grants Accountant 1.00 COTC Budget and Grants Accountant 0.75 COTC
Cost-share Factor: Expenses are cost-shared on the 50/50 factor. F-4: Human Resources This office provides personnel and benefit information to all employees. It is also the designated Affirmative Action Office. The Human Resources Office oversees additional operating budget including: Planning Support (50/50 factor) and Ohio State Newark/COTC Employee Recognition (FTE All Enrollment factor).
Position FTE Initially Paid By Director of Human Resources & Campus Relations (Ohio State Newark)/VP for Institutional Planning and HR Development (COTC)
1.00 Ohio State Newark
Assistant Director of HR 1.00 COTC Human Resource Generalist 1.00 Ohio State Newark Human Resources Assistant 1.00 COTC
Cost-share Factor: Expenses are cost-shared on the FTE All Enrollment factor. F-5: Purchasing This office provides support such as processing of purchase orders and ordering of goods and services for COTC and Ohio State Newark. The office coordinates courier services, vehicle maintenance, and major bid and capital purchases (local and state funded) for campus.
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Additionally this office manages auxiliary services.
Position FTE Initially Paid By Purchasing & Auxiliary Services Manager
1.00 Ohio State Newark
Purchasing Agent 1.00 COTC Information Assistant 1.00 COTC Receiving Clerk/Courier 1.75 COTC
Cost-share Factor: Expenses are cost-shared on the FTE All Enrollment factor. F-6: Bursar This office provides services for cash control, student fees, general deposits, accounting, petty cash, etc. for both institutions.
Position FTE Initially Paid By Bursar 1.00 COTC Assistant Bursar 1.00 COTC Accounts Receivable Specialist 1.00 COTC Account Associate 2.00 COTC Cashier 0.33 COTC
Cost-share Factor: Expenses are cost-shared on the Headcount All Enrollment factor. F-7: Accounting This office provides primary accounting services and payroll for the campus including preparation of Financial and Ohio Board of Regents (OBR) reports. Accounts payable and accounts receivable billing is also part of this department.
Position FTE Initially Paid By Accounting Manager 1.00 COTC Senior Accountant 1.00 COTC Accountant 1.00 COTC Payroll Accountant 1.00 Ohio State Newark Payroll Technician 1.00 Ohio State Newark Accounts Payable Clerk 1.00 COTC
Cost-share Factor: Expenses are cost-shared on the 50/50 factor. F-8: Technology Services The Technology Services Office provides services for administrative and academic computing for COTC and Ohio State Newark. The administrative computer center provides software support, electronic mail, website management, and network support for the campus. This
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department also provides microcomputer repair support for all areas of the campus.
Position FTE Initially Paid By Director of ITS 1.00 Ohio State Newark Assistant Director, Information Technology Support Services
1.00 Ohio State Newark
Manager, Data Communication Services
1.00 COTC
Manager, Enterprise Application 1.00 COTC Senior Network Engineer 1.00 COTC IT Asset Management Coordinator 1.00 Ohio State Newark Systems Specialist 2.00 Ohio State Newark Technology Support Services Coordinator
1.00 COTC
Help Desk Analyst 1.00 COTC Webmaster 1.00 COTC PC Network Administrator 1.00 COTC Enterprise Application Support Specialist
1.00 COTC
Distance Education/Audio Visual Multimedia Systems Analyst
1.00 Ohio State Newark
Classroom Technology Specialist 1.00 COTC Digital Media Designer 1.00 COTC
Cost-share Factor: Expenses are cost-shared on the FTE All Enrollment factor. F-9: Marketing & Public Relations Marketing and Public Relations provides campus leadership for public relations, marketing and advertising, as well as to coordinate publications, campus website, and press inquiries. The shared services shall provide a single portal to address the needs of both institutions in the following areas: Communications:
• Implement marketing strategies that incorporate media relations, direct mail, and advertising;
• Produce all official publications and advertising required by both institutions; • Work with leaders from both institutions to facilitate marketing communications
strategies and implementation for their specific areas.
Position FTE Initially Paid By Marketing & Public Relations Director 1.00 Ohio State Newark Assistant Director of Marketing & Public Relations
1.00 COTC
Marketing Assistant 1.00 COTC Marketing and Promotions Coordinator 1.00 Ohio State Newark
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Communications Coordinator 1.00 COTC Senior Graphic Designer 1.00 COTC
Cost-share Factor: Expenses are cost-shared on the FTE All Enrollment factor. F-10: Performing Arts This account provides events for campus and community utilizing the amphitheater and auditorium. Events may include outdoor concerts or travelogues. Cost-share Factor: Expenses are cost-shared on the 50/50 factor. **No personnel are charged to this department. F-11: Staff Development Committee This account provides for the planning of special events and group training on campus for staff. Cost-share Factor: Expenses are cost-shared on the FTE Newark Campus factor. **No personnel are charged to this department. F-12: Welcome Center The Welcome Center provides customer service for the entire Newark Campus. This department supports all external and internal customer inquiries.
Position FTE Initially Paid By Customer Service Representative 1.00 COTC
Cost-share Factor: Expenses are cost-shared on the 50/50 factor. F-13: Services Center The Services Center provides reproduction, mail, phone support, and a campus information area for all areas on campus.
Position FTE Initially Paid By Services Center Supervisor 1.00 Ohio State Newark Office Assistant 1.00 Ohio State Newark
Cost-share Factor: Expenses are cost-shared on the FTE Newark Campus factor. F-14: Telecommunications The telecommunications budget support maintenance and repair of the campus-wide phone system.
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Cost-share Factor: Expenses are cost-shared on the FTE All Enrollment factor. **No personnel are charged to this department. F-15: Telephone Services This department includes the local and long distance charges for operating the phone system. Cost-share Factor: Expenses are cost-shared on the FTE Newark Campus factor. **No personnel are charged to this department. APPENDIX G Physical Facilities Operations FY2016-FY2017 (July 1, 2016-June 30, 2017) G-1: Facility Operations Under the direction of the Superintendent of Facilities and Support Services, Facility Operations shall provide oversight and coordination to all facility operations, including Maintenance, Grounds, Custodial Services, and Public Safety. The Superintendent of Facilities and Support Services is also responsible for scheduling of classroom space Campus-wide, overseeing Campus Environmental Health and Safety programs, and assists in providing annual required data to the Ohio Board of Regents. The Superintendent of Facilities and Support Services is selected by the Executive Oversight Committee and reports to the Director of Business & Finance (Ohio State Newark)/VP for Business & Finance (COTC) and shall serve both institutions’ interest equally.
Position FTE Initially Paid By Superintendent of Facilities & Support Services
1.00 Ohio State Newark
Assistant Director of Facilities 1.00 COTC Space Management Coordinator 1.00 COTC Office Associate 1.00 Ohio State Newark
Cost-share Factor: Expenses are cost-shared on the FTE All Enrollment factor. G-2: Grounds
Campus Ground Keeping shall provide the following services to the Campus:
• Maintenance, repair, and operation of all Campus grounds; • Maintenance and snow removal of all roadway, sidewalks, paths, and parking lots on
Campus; • Maintenance and management of Campus surface infrastructure and outdoor utility
distribution systems;
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Position FTE Initially Paid By Grounds Superintendent 1.00 COTC Groundskeeper 1 2.00 Ohio State Newark Groundskeeper 2 1.00 Ohio State Newark Groundskeeper 3 1.00 Ohio State Newark
Cost-share Factor: Expenses are cost-shared on the FTE Newark Campus factor. G-3: Building Maintenance Campus Building Maintenance shall provide the following services to the Campus:
• Maintenance, repair, and operation of all physical assets of the Campus, including all buildings and structures and all electrical and mechanical systems (except surface grounds)
• Acquisition and distribution of utility services, including electric power, natural gas, water and sewer, and energy conservation program management;
• Set-up of rooms, spaces, and designated areas for events and specified uses;
Position FTE Initially Paid By Building Maintenance Superintendent 1 1.00 Ohio State Newark Electrician 2 1.00 Ohio State Newark Construction Technician 1 2.00 Ohio State Newark Mechanical Technician 3 1.00 Ohio State Newark
Cost-share Factor: Expenses are cost-shared on the FTE Newark Campus factor. G-4: Custodial Custodial Services shall provide the following services to the Campus:
• Maintain, repair, and clean Campus restrooms • Provide restroom supplies; • Provide hazardous material management and hazardous waste disposal for all of the
Campus; • Provide contracted solid waste/trash disposal
Position FTE Initially Paid By Custodial Worker Lead 1.00 Ohio State Newark Custodial Worker 12.00 Ohio State Newark
Cost-share Factor: Expenses are cost-shared on the FTE Newark Campus factor.
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G-5: Public Safety Administration For the safety and security of students and employees on the Campus, it is essential that the University and the College provide public safety administration services to the Campus. The Superintendent of Facilities and Support Services shall be the functional manager of this service. The public safety program shall function under the legal authority of, and in cooperation with, The Ohio State University Department of Public Safety, which has direct oversight of police and emergency responses staff on Campus. A Public Safety Supervisor, who is a trained and certified police officer, shall be assigned by the University to lead the public safety program in close collaboration with the Superintendent of Facilities and Support Services. Public Safety services shall include the following:
• Provide a security presence on Campus at all times on all days; • Enforce Campus parking regulations; issue citations as appropriate; collect fines and
judge appeals; • Allow authorized access to Campus rooms after working hours; • Install and maintain security cameras and keycard access to Campus buildings (if
applicable); • Perform regular security inspections of all Campus space, look for unsecured areas,
hazardous conditions, and suspicious individuals; • Publish information relating to public safety and distribute such as appropriate;
provide Campus public safety and awareness training; • Obtain regular fire detection and alarm system inspections as required by law; • Develop and manage Campus emergency response plans; • In collaboration with local Fire and EMS departments, inspect and update fire alarms,
fire distinguishers, and security alert systems; • Manage annual fire and emergency response drills.
Position FTE Initially Paid By Public Safety Supervisor – Regional Campus
0.90* Ohio State Newark
Security Officer/Dispatcher 5.20 COTC Assistant Director of Public Safety 1.00 COTC
*The Public Safety Supervisor position is paid 90% by the Newark Campus and 10% by the Department of Public Safety, Columbus Campus. Cost-share Factor: Expenses are cost-shared on the FTE Newark Campus factor. G-6: Utilities This department includes utility costs for operating the campus, including natural gas, electric, waste removal, and water and sewer.
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Cost-share Factor: Expenses are cost-shared on the FTE Newark Campus factor. **No personnel are charged to this department. APPENDIX H General Overhead FY2016-FY2017 (July 1, 2016-June 30, 2017) H-1: Capital Equipment Capital equipment purchased for cost-shared offices or shared classrooms are initially purchased through this account. Cost-share Factor: Expenses are cost-shared on the 50/50 factor. **No personnel are charged to this department. APPENDIX I Campus Bookstore Revenue FY2016-FY2017 (July 1, 2016-June 30, 2017) I-1: Campus Bookstore The Purchasing and Auxiliary Services Manager shall oversee the Campus Bookstore. The bookstore is outsourced through a contract with an external service provider. The provider of the bookstore shall:
• Have textbooks for all courses offered by the two institutions available for purchase by students at reasonable and competitive prices;
• Have available for purchase an assortment of school supplies; • Have available for purchase an assortment of sundry goods bearing the logos of both
institutions. Cost-share Factor: Net profit or loss is cost-shared on the FTE All Enrollment factor. APPENDIX J Auxiliary: Cost-shared FY2016-FY2017 (July 1, 2016-June 30, 2017) J-1: Food Service The Purchasing and Auxiliary Services Manager shall oversee Campus food service, cafeteria,
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and vending services. Food service is outsourced through contracts with external service providers. Food and Vending Service Providers shall:
• Provide hot food services to the Campus cafeteria at reasonable and competitive prices, in accord with the terms of the contract;
• Provide food vending services at various Campus locations at reasonable and competitive prices, in accord with the terms of the contract;
• Provide catering, upon request, at negotiated prices. Cost-share Factor: Net profit or loss is cost-shared on the FTE Newark Campus factor. APPENDIX K Shared Services – Non-cost-shared FY2016-FY2017 (July 1, 2016-June 30, 2017) K-1: Traffic & Parking This department provides support for vehicle maintenance and maintains parking lots. Cost-share Factor: All expenditures for traffic and parking (supplies, wages, repairs, equipment) are charged to the parking account in the OSU accounting system and are not cost-shared. Each fiscal year $66,000 is allocated to the parking fund. The College and the University pay their respective portion of the $66,000 based upon the FTE Newark Campus cost-share factor. The fund balance is used for parking lot repairs and upgrades.
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