THE BUDGET STRATEGY Budget Committee Meeting – May 7, 2019

Mission Statement

Ohlone College responds to the educational and workforce needs of our diverse community by offering high quality instruction supporting basic skills, career development, university transfer, and personal enrichment, and by awarding associate degrees and certificates to eligible students. Ohlone is a safe, innovative, multicultural, and inclusive environment where successful learning and achievement are highly valued, supported, and continually assessed.

18/19 19/

STUDENT SUCCESS METRICS

Projected Growth Assumptions

18/19 19/20 20/21 21/22

Resident FTES 7,252* 7,303 7,527 7,682

Inc/Dec % -3.75% 0% 3% 2%

18/19 19/20 20/21 21/22

Pell Count 1,293 1,293 1,332 1,358

Inc/Dec % -20% 0% 3% 2% *Does not Include Summer shift from 17-18 year (702 FTES)

ENROLLMENT

20 20/21 21/22

Student Success All Students 5-10% 0% 3% 2%

Student Success Bonus 0% 0% 3% 2%

SUPPLEMENTAL

Initial Plan

GOAL - IMPROVE METRICS ase Enrollment (FTES) • Incre

GOAL - ADVOCACY • Legislative changes in the SCFF

• Increase Financial Aid Recipients

(Supplemental)

• Increase Student Success Metrics

GOAL - INCREASE REVENUE &

DECREASE COSTS • Improve Metrics

• Increase Non-Apportionment Revenue

• Temporary Freeze on Vacant Positions

Managing the Plan Enrollment in Spring (ACB opening)

Financial Aid and Promise Recipients Student Success Count

CCC Chancellor’s Office changes on the SCFF Governor’s January Budget Proposal

Non-apportionment Sources

Initial Plan September

Check In Updated

Projections March

Check In

Ohlone’s 18-19 Year-end Budget Enrollment in Summer and Fall

FON and 50% Law Calculations CCC Chancellor’s Office changes on the SCFF

State Budget Student Success Count

Non-apportionment Sources

Financial Aid Capacity and Efforts

Financial Aid Capacity

Fremont Newark Union City San Jose California Oakland Salinas Lancaster

Families 59,673 10,711 17,341 234,219 8,862,523 66,221 32,140 35,255

Family Income 7,700 1,917 3,433 52,052 2,903,224 33,416 13,858 16,520 < $50k

Percent 12.9% 17.9% 19.8% 22.2% 32.8% 37.9% 43.1% 46.9%

Financial Aid Students

15-16 16-17 17-18 18-19 % Change

Fall/Spring Headcount 16,740 14,715 12,798 11,743 - 29.9%

Promise/BOG Recipients 4,390 4,179 3,773 3,243 - 26.1%

% of Enrollment 26.2% 28.4% 29.5% 27.6%

Pell Grant Recipients 1,716 1,616 1,611 1,293 -24.7%

% of Enrollment 10.3% 11.0% 12.6% 11.0%

Financial Aid Outreach Activities

Application Workshops

Financial Aid Awareness Day

FAFSA Workshops at High Schools

Increase FAFSA/AB 19 Completion and Award

• Download ISIR twice per week

• Approximate 6,200 students expressing interest in coming to Ohlone in 2019

• 30% (2,000) completed their FAFSA applications

• Email students regarding incomplete/missing documents.

• Email to High School students completed FAFSA on California Promise Grant.

• Remove district residency on AB19 eligibility requirement.

Institutional Improvement Obj& Other Initiatives to Retain an

ectives (IIOs) d Attract Students

Proposed IIOs for 2019-2020

• First Year Student Experience

• Noncredit Programs

• Integrated Professional Development Planning

• Developing More User Friendly Data Systems

for Program Analysis

12

Proposed IIOs (cont’d.) First Year Student Experience support the equity plan object to develop a framework

(curricular as well as other forms of engagement) for

enriching the student experience with the goal of

increasing student retention and persistence. This IIO

stems from PIO requests involving new learning

community support (e.g. OMG, business, accounting) and

tutoring. Use existing general funds, student equity and

achievement, strong workforce and California Promise

Grant (AB 19) funds as appropriate. ($ TBD)

Noncredit Programs sustain and expand on the initial efforts in implementing

noncredit courses and programs ($100,000). This IIO

stems from PIOs that include various noncredit ideas and

goals. Use $25,000 in general funds and $75,000 in

strong workforce funds for marketing materials,

coordination, professional development, and technology

infrastructure.

Integrated Professional Development

Planning an integrated plan for faculty and staff professional develop

planning in the context of institutional initiatives and

priorities toward a successful student experience. ($25,000-

use existing PD and SEA program funds).

Developing More User Friendly Data Systems

for Program Analysis support the purchase of a new data tool for program review

and strategic planning. Increase data knowledge, access, and

use, to support student success. This IIO supports PIOs that

call for the analysis of student success data, including

tracking changes after implementation of PIOs.

Use a combination of general funds ($25,000), strong

workforce and equity ($25,000).

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Relationship of IIOs to Institutional Initiatives

Equity

Multicultural Center

First Year Experience -

Persistence

Honors

Summer Bridge

QFE

Program Mapping /

Scheduling (GP)

First Year Experience

Programming (Equity)

Guided Pathways

Meta Majors

Program Mapping /

Scheduling

Data Coaches

Other

Block Scheduling

College Hour

Noncredit

Career Education

Distance Education

IIO’s

First Year

Student

Experience

Noncredit

Programs

Integrated

Professional

Development

Planning

Developing

More User

Friendly Data

Systems for

Program

Analysis

14

Initiative Budgets

15

Projected Growth Assumptions

18/19 19/20 20/21 21/22

Base Allocation -3.75% 0% 3% 2%

Total Resident FTES

Average Credit FTES

7,252*

7,512

7,303

7,018

7,527

7,061

7,682

6,941

Supplemental -20% 0% 3% 2% Student Success All

Students

Student Success

Bonus

5-10%

0%

0%

0%

3%

3%

2%

2%

*Does not Include Summer shift from prior year (702 FTES)

increased marketing

helping students complete degrees and

certificates through implementing

Guided Pathways

assisting new students with financial aid

paperwork

rearranging the class schedule to better

meet students’ needs

Increase non-credit

recruiting prospective students through

the CA Promise program and identifying

other financial resources for which they

may be eligible 16

Estimating the Impact of Enrollment Efforts

Educational Master Planning Discussions Leading to the new Strategic Plan

Noncredit

Academic Core / New

Students

Retention

Increase in Online

Enrollment

17

Non-Apportionment Revenue and the Fund Balance

Non-Apportionment Revenue Projections

Project 19-20 20-21 21-22 22-23 23-24

Community Center 0 0 0 360,000 360,000

Vineyard 0 20,000 20,000 20,000 20,000

Comcast 30,000 30,000 30,000 30,000 30,000

Starbucks 360,000 120,000 120,000 120,000 120,000

Street Fair 0 20,000 20,000 30,000 40,000

Civic Center Rentals 25,000 75,000 75,000 75,000 75,000

(Soccer Field)

Parcel Tax 0 500,000 2,000,000 2,000,000 2,000,000

Total 415,000 765,000 2,275,000 2,645,000 2,655,000

The Fund Balance

• Board Goal for Unrestricted General Fund

Balance is 17%.

• Annual review of operating budgets.

• It will take some time for our non-

apportionment revenue to help us with our

budget. The fund balance will serve as a

bridge.

Staffing Update

Staffing Update

• Strategies to Avoid Layoffs

• Retirement Incentive – revisited at check ins.

InfStaffing

orEmployees

FISCAL YEAR CSEA

mation – Classified & Confidential

*

(GF)

CSEA *

(Categorical)

SEIU * Conf/Sup

(GF)

Conf/Sup

(Cat)

2007-08 100 46 38 5 0

2008-09 100 47 41 4 0

2009-10 90 52 41 7 0

2010-11 88 45 36 8 0

2011-12 84 47 36 9 0

2012-13 83 43 36 7 0

2013-14 79 42 36 7 0

2014-15 87 36 34 8 0

2015-16 98 36 36 8 1

2016-17 99 34 36 9 2

2017-18 95 32 34 10 2

2018-19 89 36 33 11 2 -11.0% -21.7% -13.2% 120.0% 100.0%

* Actual Headcount

Staffing Information - Management

FISCAL

YEAR

CM

(GF)

CM

(Cat)

ET

(GF)

AM

(GF)

AM

(Cat)

2007-08 16 10 6 10 4

2008-09 11 11 6 9 4

2009-10 12 9 6 10 5

2010-11 14 9 7 9 4

2011-12 9 12 7 7 4

2012-13 12 11 7 9 4

2013-14 11 10 7 8 4

2014-15 13 10 6 8 3

2015-16 17 11 6 8 4

2016-17 14 9 6 8 4

2017-18 13 10 6 6 5

2018-19 13 9 5 8 4 -18.8% -10.00% -16.7% -20.0% 0.0%

CM – Classified Manager, ET – Executive Team, AM – Academic Manager

Staffing Inform

ation – Faculty

FISCAL YEAR Full-Time Faculty

(Budgeted Positions)

Full-Time Faculty (Actual Headcount)

2007-08 148 2008-09 146 2009-10 140 2010-11 127 2011-12 118 2012-13 114 2013-14 110 2014-15 124 114 2015-16 126 118 2016-17 128 119 2017-18 130 127 2018-19 132 128

-13.5%

Staffing Information – Total Compensation

FISCAL

YEAR

ALL FUNDS

SALARIES

ALL FUNDS

BENEFITS

ALL FUNDS

TOTAL

2007-08 37,935,751 7,625,751 45,561,502

2008-09 39,155,223 7,492,918 46,648,141

2009-10 38,353,199 7,997,209 46,350,408

2010-11 36,305,142 9,927,239 46,232,381

2011-12 35,031,553 8,466,965 43,498,518

2012-13 35,858,189 9,533,762 45,391,951

2013-14 37,299,395 9,453,254 46,752,649

2014-15 39,834,752 7,177,389 47,012,141

2015-16 41,400,954 17,262,047 58,663,001

2016-17 43,546,281 14,392,838 57,939,119

2017-18 44,656,605 17,970,200 62,626,805

2018-19 Not avail Not avail Not avail 17.7% 135.7% 37.5%

Communications and Suggestions

Communications

• Meetings – College Council (2), Faculty Senate (2),

College Leaders (2), Budget Committee (3), DDAS (1),

ASOC (1)

• New Funding Formula Workgroup Meetings (4)

• Budget Forums (2)

• Board Meetings (2)

• Website – https://www.ohlone.edu/scff

Suggestions

• All suggestions from the New Funding Formula Workgroup

meetings and through the online form are posted on the

website.

NFF Workgroup Meeting 3 Suggestions

Good Ideas - planning/implementing 17

Need to negotiate 9

Not feasible at this time 17

Online Form Suggestions

Good Ideas - planning/implementing 4

Not feasible at this time 4