CTC Role in Bachelor
Degree Attainment
State Board for Community and
Technical Colleges
Michelle Andreas and Kathy Goebel
May 9, 2012
Title Here
Transfer targets and degrees
awarded
2015
Target
19,000
16,183
13,529
13,973
Title Here
Transfer students enrolled in
Washington State bachelor programs
Transfers to Public Institutions
Transfers to Independent Institutions
Transfers to University of Phoenix
Transfers to Western Governors University
Transfers to CTC Applied Bachelors
Total Transfers/Transitions
2008-09 2009-10
10,319
10,563
3,223
2,885
1,983
2,990
512
565
103
100
16,140
17,615
2010-11
10,600*
2,323
2,154
1,646
204
17,492
*Estimate adding TESC/CWU/EWU winter and spring transfers
Sources: SBCTC AYR 2007-08, 2008-09, 2009-10, 2010-11 (excludes Running Start), WGU Self
Report, and college institutional research data sites
Does not include students who transfer out-of-state
Title Here
Ways we are increasing transfer
Revision of MRPs (Business, Nursing, Biology)
due to curriculum changes at universities.
Revision of Direct Transfer Agreement (DTA) –
math and communication.
Washington 45 which is a list of courses offered
at CTCs and accepted as general education at
all universities.
Increased transparency and publication of
courses needed at universities for majors.
Title Here
Bachelor degrees awarded
2018
Target
42,400
Community and technical colleges = 51
Private baccalaureate institutions = 7,700
Public baccalaureate institutions = 22, 278
Title Here
High demand occupation areas in
Washington State through 2018*
 Sales and Office Support
(185,000 available jobs)
 STEM with the majority in computer and
mathematical sciences and engineering
(130,000 available jobs)
 Management (128,000 available jobs)
 Education (69,000 available jobs)
 Health (58,000 available jobs)
*Identified in Georgetown University study
Title Here
Applied bachelor degrees
RCW 28B.50.030
 Focus on individuals who hold an associate
of applied science degree (professional and
technical degree).
 Maximize application of technical course
credits toward the baccalaureate degree.
 Serve place-bound working adults and fill skill
gap needs in high-demand occupations.
Title Here
Applied bachelor degree approval
 In 2010 SBCTC authority to approve
community and technical college applied
baccalaureate degree programs.
 In November 2010, the SBCTC and the
HECB approved a process, selection criteria,
and application materials.
 Beginning July 1, 2012, SBCTC will retain
sole authority for bachelor degree approval.
Title Here
Current budget proviso - Bellevue
 Bellevue College is authorized to offer
applied baccalaureate degrees in:
•
•
•
•
Information technology
Health care services and management
Biotechnology
Pre-professional preparation for medical
fields.
Title Here
Current budget proviso - Seattle
 The Seattle community college district is
authorized to offer applied baccalaureate
degree programs in:
• Business/ international business and
technology management,
• Interactive and artistic digital media,
• Sustainability,
• Building science technology
• Allied and global health.
Current budget proviso – both
colleges
Title Here
Directed at high school graduates, transferoriented degree holders and professional
and technical degree holders.
Develop a two-year plan for offering these
new degrees delivered to the legislature by
June 30, 2012.
Funding for these new degrees shall come
through redistribution of its current per fulltime enrollment funding.
Title Here
Policy questions considered
by WACTC
 What should be the specific expectation for the number of
bachelor degree graduates produced by the CTC
system?
 Should every college offer a bachelor degree?
 What should be the specific types of bachelor degree
graduates produced by the CTC system? Applied or
general?
 Should the system focus on specific program areas in
demand or regions in need of bachelor graduates or both
as a priority for CTCs offering bachelor degrees?
TAB 3
Building a 21st Century Learning
Infrastructure for the
Community and Technical Colleges
Presented to the
State Board for Community and Technical Colleges
May 9, 2012
Wayne Doty
Capital Budget Director
State Board for
Community and Technical Colleges
360-704-4382
Outline
Background
SBCTC Direction, Mission & Strategic Plan
The Last Ten Years
An Uncertain Future
Outcomes
Timeline
Building Condition
Fund Sources and Uses
2011-13 Summary
General Obligation Bonds
Building Fee
Local Funds
Project Selection and Prioritization
Identification of Need
On-line Learning
Scoring
Prioritization
Wireless Access
Major Projects Completed
2013-15 Request
Pipeline
2013-15 Request
Future Budget Development
Update Scoring System
Competition for 2015-17
2
Background
3
Prior Planning
Use technology, collaboration and innovation
Build a 21st Century Learning Infrastructure
Mobilize technology to increase student success
http://www.sbctc.ctc.edu/docs/sbctc_system_direction_final.pdf
http://www.sbctc.edu/docs/strategicplan/strategic_technology_plan.pdf
http://www.sbctc.ctc.edu/docs/sbctc_mission_study-interactive-web.pdf
4
Infrastructure Changes in the Last 10 Years
• Wired Communications  Wireless
• In Person Instruction  On-line
• Energy Use  Less
• Planned Obsolescence  Recycle and Reuse
• Unsustainable Practices  LEED Standards
• ADA Standards  Universal Design
• Inadequately Maintained Buildings  Better
5
20th Century Classroom
6
21st Century Classroom
7
An Uncertain Future
• Power Outlets  Wireless Power
• Rigid Materials  Shape and Color Changing
• Discrete Pipes  Vascular Walls and Ceilings
• LEED Standards  Net Zero Buildings
• 12% Online Instruction  More
We can not design for unknown programs to be
taught in future learning environments constructed
from products that are not in the market – but we do
design flexible buildings that can be renovated to
accommodate new learning environments and
program needs.
8
Capital Budget Timeline
2010
July
Aug
2011
Sep
SBCTC request
Oct
Nov
Dec
OFM develops Governor’s budget
Develop Criteria for 2013-15
Feb
March
April
May
June
Develop Changes to Scoring System
2011
July
Jan
Legislature develops final 2011-13 budget
2012
Aug
Sep
Oct
Nov
Dec
Jan
Feb
March
April
May
June
Implementation of 2011-13 budget
SBCTC instructions Facility Condition Survey
Colleges develop requests
2012
July
SBCTC prep
2013
Aug
Sep
Oct
Nov
Dec
Jan
Feb
March
April
May
June
Implementation of 2011-13 budget
SBCTC request
OFM develops Governor’s budget
Legislature develops final 2013-15 budget
9
Fund Sources
10
SBCTC Capital Budget – Fund Summary
New 2011‐13 Capital Funding including 2012 Supplemental
$227.1 M 56%
$69.5 M 17%
$69.2 M 17%
$25.5 M
6%
$16.3 M
4%
$407.7 M 100%
General Obligation Bonds
Building Fee (cash)
Value of COPs backed with Building Fee
Local Funds (through January 2012)
Value of COPs backed with Local Funds
Total New Capital
New Debt Service (approximate)
$16.7 M 73%
$5.1 M 22%
$1.2 M
5%
$23.0 M 100%
General Fund
Building Fee
Local Funds
Total New Debt Service
11
General Obligation Bond Funds – Dollars
2,500 M
2,000 M
1,500 M
State
1,000 M
500 M
Higher Ed
SBCTC
1975
1980
1985
1990
1995
2000
2005
2010
2015
12
General Obligation Bond Funds – Percentages
100%
90%
80%
70%
60%
SBCTC / Higher Ed
50%
40%
30%
Higher Ed / State
20%
SBCTC / State
10%
0%
1975
1980
1985
1990
1995
2000
2005
2010
2015
13
Revenue Forecast for Estimating State Bond Capacity
14
Building Fee
About 10% of the total tuition is placed in an account for construction,
remodeling, and improvement community and technical college
facilities.
There was a beginning fund balance of $28 million. Colleges are
expected to deposit another $79 million in 2011-13.
The legislature has authorized about $106 million to be spent from the
account. About $18 million is committed long term for debt service on
COPs at four colleges. Another $22 million is used to fund
maintenance and operation costs shifted from the Operating Budget.
The balance was distributed for minor projects statewide based on
student FTEs, facility square footage, age and condition.
15
Projected New State Capital Funding
Use to determine capacity for selection of new projects in 2013-15 for 2015-17.
500
Total New
Million $
400
300
057
200
2013-15 new bond capacity based on Feb-12 Revenue Forecast, +3%/YR after that
CTC portion of state capacity equal to last 3 biennial average
100
Net 060
Tuition Increase = AY12-13 +12%, +3%/YR after that
2007-09
2009-11
2011-13
2013-15
2015-17
2017-19
2019-21
2021-23
16
Local Funds
Non-appropriated funds do not need legislative approval. They
can be approved by the State Board for expenditure on a Capital
purpose based on a “recommendation to approve” from the local
board of trustees.
Such a "recommendation to approve" should be explicit in the
deliberations of the local board of trustees or may be made by
college staff under an authority delegated by the local board for
that project or category of capital expenditure.
The Board has delegated certain authorities to our Executive
Director, including the expenditure of local capital funds, up to
$400,000 if it is not for the purpose of acquiring land.
17
Local Expenditure Authorities by Biennium
Sum Authorized in
Biennium
$120 M
Grand Total
$100 M
$80 M
>$400,000
$60 M
$40 M
$20 M
<=$400,000
Number Authorized in
Biennium
2001-03
2003-05
2005-07
2007-09
2009-11
2011-13*
120
100
Grand Total
80
60
<=$400,000
40
>$400,000
20
0
2001-03
2003-05
Charts do not include debt service or pass through amounts.
* 2011-13 is a projection based on authorities through January 2012.
2005-07
2007-09
Biennium
2009-11
2011-13*
18
Project Selection
and Prioritization
19
Identification of Need
Programmatic
Need
Minor Repairs by
Severity
Candidate for
Renovation
Space Deficit
Yes
No
Candidate for
Replacement
Worse Condition
Facility Condition
Candidate for
Additional Area
20
Online Learning
Fall On-line FTEs
14%
12%
10%
8%
6%
4%
2%
0%
2000
2002
2004
2006
2008
2010
2012
21
Scoring
Scoring criteria is tailored for each type of
project and generally addresses:
•
•
•
•
•
•
•
•
•
•
Focus on High Demand Programs
Vocational spaces similar to workplace
Address Campus Safety
Increase Sustainability
Age and condition of Existing Facilities
Strategic and Master Plan
Statewide Goals
Health, safety, and code issues
College Priority
Reasonableness of cost
22
Guiding Principles
Developed in 2010 WACTC Academy
1.
Stay true to the project priorities already scored within
categories.
2.
Reprioritize the list selecting from each category of project in
some proportional measure giving priority to categories e.g.
Replacement, Renovation, Growth.
3.
Projects previously scheduled for construction in 2009-11
should be the first priority.
4.
Projects that have been designed should have priority over
those that have not to minimize the impact of delay.
5.
Look for ways to create capacity for a selection process during
the 2013-15 biennium with design funds for new projects being
part of the 2015-17 legislative request.
23
Outcomes
24
Measured Improvement
Buildings in Adequate or Superior Condition
100%
90%
80%
70%
60%
50%
40%
30%
Facility Condition Survey
146-175 = Superior
176-275 = Adequate
276-350 = Needs Improvement/Additional Maintenance
351-475 = Needs Improvement/Renovation
476-730 = Replace or Renovate
20%
10%
0%
2000
2010
2020
Survey Year
2030
25
Measured Improvement
Student Accessible Facilities with Wireless Coverage
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
2000
2010
2020
Survey Year
2030
26
Major Projects Completed
Completed
Jan‐05
Feb‐05
Feb‐05
Jun‐05
Sep‐05
Sep‐05
Oct‐05
Dec‐05
Mar‐06
Jun‐06
Jun‐06
Sep‐06
Oct‐06
Dec‐06
Jan‐07
Jan‐07
Feb‐07
Feb‐07
Mar‐07
Mar‐07
Mar‐07
Jun‐07
Jun‐07
Jun‐07
Jul‐07
Jul‐07
Jul‐07
Jul‐07
Sep‐07
Nov‐07
Nov‐07
Dec‐07
Dec‐07
Dec‐07
Dec‐07
College: Project
Highline: Student Union
Clark College: Penguin Student Union Tacoma: Information Technology Building
Green River: Computer Technology Center
Columbia Basin College: WISE & T Bldg
SPSCC General Education Complex
Clark College: Clark Center at WSU
Edmonds Community College: Mountlake Terrace Hall
Spokane Community College: Science Building
Seattle Central Replace Science & Math
Seattle Central Broadway Edison Renovation
Columbia Basin College: Health Science Center
Everett Community College: Science and Art
Green River Community College: Science
Bates Technical College: LRC/Vocational Building
Bellevue Community College: "D" Building
Peninsula College: Replacement Science & Tech
Tacoma Community College: Replace Science Building
Bellingham Technical College: Welding/Auto Collision
Pierce College Puyallup: Phase III Childcare/Second Entry
Olympic College: Science and Technology
Clover Park Technical College: Student Center
Walla Walla Community College: Health Sciences
Wenatchee Valley College: Anderson Hall Replacement
Grays Harbor College: Replacement Instruct Bldg
Renton Technical College: Portable Replacement
Walla Walla Community College: Basic Skills/Computer Lab
Tacoma Community College: Renovation Bldg 7
Pierce College Fort Steilacoom: Health Education Renov.
Yakima Valley: Glen/Anthon Hall Replacement
Grays Harbor College: Vocational Education
Clover Park Technical College: Renovate Building 8
Edmonds Community College: Mukilteo Hall & Black Box Theater
Seattle Central Community College: Rnv Visual Communications
Shoreline Community College PUB
Completed
Dec‐07
Mar‐08
Mar‐08
Apr‐08
May‐08
Jun‐08
Jul‐08
Aug‐08
Dec‐08
Dec‐08
Jan‐09
Feb‐09
Mar‐09
Apr‐09
Apr‐09
May‐09
Jul‐09
Aug‐09
Oct‐09
Nov‐09
Feb‐10
Mar‐10
Apr‐10
Jun‐10
Jul‐10
Nov‐10
Jan‐11
Mar‐11
Mar‐11
Mar‐11
Apr‐11
Apr‐11
Jun‐11
Aug‐11
College: Project
Spokane Falls: Business and Social Science Replacement
Clark College: Central Gaiser Hall Renovation
Lower Columbia College: Fine Arts Center
Peninsula College: Library Renovation
Pierce College Puyallup: Student Fitness Center
Big Bend Community College: Fine Arts Addition & GTA Bus Stop
Seattle South Community College: Repl Duwamish Building
Yakima Valley: Raymond Hall Renovation
Everett Community College: Undergraduate Education Center
Bellevue Community College: Science and Technology Edmonds Community College: Renovate Brier Hall & Bookstore
SPSCC Science Complex
Centralia Community College: Science Replacement
Clark College: East County Satellite Campus
Pierce College Fort Steilacoom: Cascade Core Renov Phase I
Columbia Basin College: Rnv. Business Education "B" Building
Yakima Valley Community College: Brown Dental Clinic Rnv. Skagit Valley College: Science Building Replacement
Cascadia Community College: Center for the Arts
Shoreline Community College: Automotive Bldg
Pierce College Fort Steilacoom: Science and Technology
Edmonds Community College: Renovate Meadowdale Hall
Seattle Central Community College: Renovate Edison North
Cascadia Community College: South Access
Pierce College Puyallup: Communication & Allied Health
Spokane Community College: Renovate Building 7
Spokane Falls: Renovate Music Building 15
North Seattle Community College: Employment Resource Cntr
Green River Community College: Humanities & Clsrm. Bldg.
Peninsula College: Business and Humanities Center (Maier Hall)
Lake Washington Institute of Technology: Allied Health Building
Spokane Falls: Replace Chemistry and Life Sciences Bldg.
Olympic College: Replace Humanities Building / Parking Lot
Spokane Community College: Replace Technical Ed. Bldg.
2013-15 Request
28
Pipeline with 2012 Supp. Costs and Projected Funding
2011‐13
Rank
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
24
27
29
31
32
33
20
21
22
23
25
26
28
30
Type
Minor Works ‐ Preservation
Roof Repairs "A"
Matching Fund Projects
Matching Fund Projects
Matching Fund Projects
Matching Fund Projects
Matching Fund Projects
Minor Works ‐ Program
Equipment
Major Project ‐ Construction
Major Project ‐ Construction
Major Project ‐ Construction
Major Project ‐ Construction
Major Project ‐ Construction
Major Project ‐ Construction
Major Project ‐ Construction
Major Project ‐ Construction
Major Project ‐ Construction
Major Project ‐ Construction
Major Project ‐ Construction
Major Project ‐ Construction
Major Project ‐ Construction
Major Project ‐ Construction
Major Project ‐ Construction
Major Project ‐ Construction
Major Project ‐ Design
Major Project ‐ Design
Major Project ‐ Design
Major Project ‐ Design
Major Project ‐ Design
Major Project ‐ Design
Major Project ‐ Design
Major Project ‐ Design
Major Project ‐ Design (2)
Major Project ‐ Design (2)
Major Project ‐ Design (2)
Major Project ‐ Design (2)
Major Project ‐ Design (2)
Major Project ‐ Design (2)
Major Project ‐ Design (2)
Major Project ‐ Design (2)
College Statewide
Statewide
Peninsula
Spokane Falls
Bellingham
Lower Columbia
Wenatchee
Statewide
Statewide
Spokane Falls South Puget Sound Clover Park Everett Green River Skagit Valley Lower Columbia North Seattle Tacoma Bellevue Grays Harbor Seattle Central Yakima Valley Green River Bates Clark Olympic Centralia Columbia Basin Peninsula South Seattle Renton Edmonds Whatcom Spokane Falls Clover Park Bates Olympic Clark Everett Grays Harbor South Seattle Project
Emergency Repairs and Improvements
Minor Repairs
Fort Worden Education Center
Stadium and Athletic Fields
Fisheries Program
Myklebust Gymnasium
Music and Arts Center
Minor Program Improvements
Equipment
Campus Classrooms
Learning Resource Center
Allied Health Care Facility
Index Hall Replacement
Science Math and Technology Buildimg
Academic and Student Services Building
Health and Science Building
Technology Building Renewal
Health Careers Center
Health Science Building
Science and Math Building
Seattle Maritime Academy
Palmer Martin Building
Trades and Industry Building
Mohler Communications Technology Center
Health and Advanced Technologies Building
College Instruction Center
Student Services
Social Science Center
Allied Health and Early Childhood Dev Center
Cascade Court
Automotive Complex Renovation
Science Engineering Technology Bldg
Learning Commons
Photography and Fine Arts
Hospitality Institute
West Wing Renovation
Shop Building Renovation
North County Satellite
Learning Resource Center
Student Services and Instructional Building
Automotive Technology Building
Target:
Actual:
New
16,001,000
29,999,000
2,000,000
758,000
2,000,000
2,000,000
1,689,000
20,000,000
15,000,000
17,647,000
30,196,000
20,585,000
31,357,000
18,562,000
30,574,000
38,615,000
23,335,000
39,107,000
‐
‐
‐
‐
‐
‐
‐
3,624,000
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
268,000,000
343,049,000
Biennium
16,001,000
46,000,000
48,000,000
48,758,000
50,758,000
52,758,000
54,447,000
74,447,000
89,447,000
107,094,000
137,290,000
157,875,000
189,232,000
207,794,000
238,368,000
276,983,000
300,318,000
339,425,000
339,425,000
339,425,000
339,425,000
339,425,000
339,425,000
339,425,000
339,425,000
343,049,000
343,049,000
343,049,000
343,049,000
343,049,000
343,049,000
343,049,000
343,049,000
343,049,000
343,049,000
343,049,000
343,049,000
343,049,000
343,049,000
343,049,000
343,049,000
2013‐15
Target:
Actual:
New
17,600,000
32,500,000
22,000,000
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
37,108,000
45,438,000
17,579,000
19,038,000
29,181,000
24,161,000
37,282,000
6,127,000
1,030,000
1,701,000
2,676,000
1,800,000
8,434,000
1,569,000
‐
‐
‐
‐
‐
‐
‐
‐
324,000,000
305,224,000
Biennium
17,600,000
50,100,000
50,100,000
50,100,000
50,100,000
50,100,000
50,100,000
72,100,000
72,100,000
72,100,000
72,100,000
72,100,000
72,100,000
72,100,000
72,100,000
72,100,000
72,100,000
72,100,000
109,208,000
154,646,000
172,225,000
191,263,000
220,444,000
244,605,000
281,887,000
281,887,000
288,014,000
289,044,000
290,745,000
293,421,000
295,221,000
303,655,000
305,224,000
305,224,000
305,224,000
305,224,000
305,224,000
305,224,000
305,224,000
305,224,000
305,224,000
2015‐17
Target:
Actual:
New
19,360,000
35,750,000
‐
‐
‐
24,200,000
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
51,079,000
33,525,000
13,397,000
24,227,000
29,527,000
16,339,000
35,241,000
30,715,000
1,993,000
2,726,000
1,464,350
1,485,097
2,442,446
6,141,329
3,587,966
1,675,000
345,000,000
334,875,187
Biennium
19,360,000
55,110,000
55,110,000
55,110,000
55,110,000
55,110,000
55,110,000
79,310,000
79,310,000
79,310,000
79,310,000
79,310,000
79,310,000
79,310,000
79,310,000
79,310,000
79,310,000
79,310,000
79,310,000
79,310,000
79,310,000
79,310,000
79,310,000
79,310,000
79,310,000
130,389,000
163,914,000
177,311,000
201,538,000
231,065,000
247,404,000
282,645,000
313,360,000
315,353,000
318,079,000
319,543,350
321,028,447
323,470,892
329,612,221
333,200,187
334,875,187
2017‐19
Target:
Actual:
New
21,296,000
39,325,000
‐
‐
‐
26,620,000
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
28,833,000
34,831,000
15,751,758
12,969,903
35,894,554
53,804,671
40,265,034
14,584,000
367,000,000
324,174,920
Biennium
21,296,000
60,621,000
60,621,000
60,621,000
60,621,000
60,621,000
60,621,000
87,241,000
87,241,000
87,241,000
87,241,000
87,241,000
87,241,000
87,241,000
87,241,000
87,241,000
87,241,000
87,241,000
87,241,000
87,241,000
87,241,000
87,241,000
87,241,000
87,241,000
87,241,000
87,241,000
87,241,000
87,241,000
87,241,000
87,241,000
87,241,000
87,241,000
87,241,000
116,074,000
150,905,000
166,656,758
179,626,661
215,521,215
269,325,886
309,590,920
324,174,920
DRAFT Request for New 2013-15 Appropriations
SBCTC Capital Requests for New Appropriated Funds in 2013‐15
Based on May 28, 2010, June 30, 2010 and January 7, 2011 WACTC Recommendations and SBCTC Resolutions 10‐06‐29, 10‐08‐33 and 11‐1‐8.
SBCTC Request
Priority
Type
College Number
Project
New Approp. Cummulative
1
Minor Preservation Statewide
Emergency Repairs and Improvements
16,000,000 16,000,000
2
Minor Repairs
Statewide
Repairs
32,500,000 48,500,000
3
Minor Program
Statewide
Minor Program Improvements
22,000,000 70,500,000
4
Minor Preservation Statewide
Preventive Facility Maintenance and Building System Repairs 22,800,000 93,300,000
5
Construction
Bellevue 20082702 Health Science Building
37,108,000 130,408,000
6
Construction
Grays Harbor 20081226 Science and Math Building
45,438,000 175,846,000
7
Construction
Seattle Central 30000120 Seattle Maritime Academy
17,579,000 193,425,000
8
Construction
Yakima Valley 30000121 Palmer Martin Building
19,038,000 212,463,000
9
Construction
Green River 20081222 Trades and Industry Building
29,181,000 241,644,000
10
Design
Centralia 30000123 Student Services
6,127,000 247,771,000
Estimates from 2012 11
Construction
Bates 20082703 Mohler Communications Technology Center
24,161,000 271,932,000
Supplemental Request. 12
Design
Columbia Basin 20082704 Social Science Center Need to be updated with 1,030,000 272,962,000
13
Design
Peninsula 30000126 Allied Health and Early Childhood Dev Center
1,701,000 274,663,000
2013‐15 estimates.
14
Design
South Seattle 30000128 Cascade Court
2,676,000 277,339,000
15
Construction
Clark 20082705 Health and Advanced Technologies Building
38,828,000 316,167,000
16
Design
Renton 30000134 Automotive Complex Renovation
1,800,000 317,967,000
17
Design
Edmonds 30000137 Science Engineering Technology Bldg
8,434,000 326,401,000
18
Design
Whatcom 30000138 Learning Commons
1,569,000 327,970,000
19
Construction
Olympic 30000122 College Instruction Center
48,885,000 376,855,000
Notes:
A
B
Construction occurs in order of system priority.
Predesigns and designs needed for 2015‐17 construction are added to the list assuming 2015‐17 funding is 6% higher than 2013‐15 funding.
30
DRAFT Requests for Alternative Financing in 2013-15
Projects to be paid for from non-appropriated funds:
y
,
Request
Change Description
Authorize
Authorize
Authorize
Authorize
,
,
College Number
Peninsula
30000501
South Puget SouTBD
Green River
TBD
Whatcom
TBD
Whatcom
TBD
y ,
,
Reference
Project
Forks Satellite Site
Replacement of the Hawks Prairie Cent
Student Life Replacement Project
Health Professions Building
Student Recreation Center
State
‐
‐
‐
‐
‐
Local
‐
5,000,000
13,362,449
871,000
1,006,000
SBCTC Request
COP
Total
2,000,000 2,000,000
5,000,000 10,000,000
15,000,000 28,362,449
6,451,000 7,322,000
10,969,708 11,975,708
Notes:
Centralia Community College will need a $5M COP for construction of the Student Services Building project 30000123 in 2015‐17.
31
Future Budget
Development
32
Update Scoring System
The SBCTC Scoring process was developed in the last century
and has benefited from regular improvements. The legislature
directed the HECB and later OFM to use this process as a
model for scoring requests from the rest of higher education.
Since the last competition in 2008 and reprioritization in 2010,
WACTC, BAC, and IC have continued to work on improving the
capital scoring system to reflect new learning environments,
sustainability, market conditions, and applicable legislation.
Their objective has been to have criteria that is objective,
transparent, and effectively differentiate proposed projects so
that we can develop a single prioritized list for future requests.
33
Competition for 2015-17
Based on our projections, it looks like there will be capacity
for either the 2nd designs or other new projects to be
designed in 2015-17.
WACTC recommended there be a limited competition for this
new capacity. The existing 2nd designs would compete
against new proposals from the eleven colleges that were not
on the list as of March 2010.
The Board will have the opportunity to adopt WACTC’s
recommendations in the Fall.
34
Wrap Up
Buildings are important to meeting the educational goals of
the system.
They are being designed to be adaptable to future needs.
We have made steady progress toward the Board’s goals.
We are almost through the difficult period of resizing the list
to reflect the new economy.
The Board will finalize the 2013-15 request in June.
There will be an opportunity to adopt new rules for 2015-17
this fall.
35
TAB 4
Discussion Group Breakouts
Attached is a list of potential budget request items identified through small group
discussions at the March Board meeting. The items are organized around themes
and investments identified at the April WACTC meeting.
The task for each group is to prioritize the items into four buckets and to provide
the reasoning behind their decisions. The buckets:
1 = High priority. Definitely include in the system budget request.
2 = Middle priority. Probably should be included in the request.
3 = Low priority. Maybe should be included in the request.
4 = Do not include in the request.
Before beginning the discussion, each group should identify the person who will
report out to the larger group. Identified below are facilitators to help keep the
discussion moving and note takers to write down the buckets each item is placed
in and to take notes on the discussion.
Group 1
Group 2
Group 3
Sharon Fairchild
Jim Bricker
Larry Brown
Wayne Martin
Erin Mundinger
Shaunta Hyde
Elizabeth Chen
Scott Morgan
Bill Bonaudi
David Beyer
Rich Cummins
Gerald Pumphrey
Linda Kaminski
Trustees
Carol Lander-McVicker
Tim Douglas
Tom Malone
Students
Thuy Nguyen
Matthew Schrader
Jonathan Russell
Board
Members
Presidents
Labor
Carla Naccarato-Sinclair
Facilitators
Note Takers
Location
John Boesenberg
Michelle Andreas
Hardin Community Rm.
Bernal Baca
Mike Scroggins
Wayne Doty
Executive Dining Rm.
Schedule:
3:50 – 4:00 Introduction and Framework for Discussion
4:00 – 4:45 Break into Small Groups
4:45 – 4:50 Reconvene
4:50 – 5:15 Report Outs
Deb Merle
Nick Lutes
Simplot A&B
TAB 4
2013-15 Budget Development Work Group Students
Jonathan Russell
Clover Park Technical College
My name is Jonathan Russell and I am enrolled in the computer
network security program at Clover Park Technical College. I am
currently in my fourth quarter of six and plan to graduate this summer.
This past year I enrolled in college and it has transformed my life. I
have made an effort to be more involved at every opportunity at my
college. I have served as the President of the Computer Networking
Information Systems Security extracurricular club, Club Shield. I am
the Student Body President at Clover Park Technical College and
was recently voted into the Presidency of The Washington State Community and Technical
College Student Association. I have grown to love these jobs but have found true passion for
helping others and standing up for those without a voice. I have worked for system wide LGBTQ
demographics at the CTC level. My hopes and dreams are to finish my college education and
be a valuable team member as an IT Network Administrator where I can work hard and flourish
while starting my own family.
Matthew Schrader
South Puget Sound Community College
Matthew Aaron Shrader is currently serving his second year on South
Puget Sound Community College’s Student Senate, serving
as Senator for Legislative Affairs for the 2011-2012 school year.
Shrader uses his administrative skills and his ability to motivate,
encourage, and engage others as well as his innovation to see
projects accomplished both at SPSCC and state-wide. Shrader was
chosen to lead the Washington State CTC Student Coalition for
LGBTQ Demographics, a state-wide coalition of students who sought
to have Lesbian, Gay, Bisexual, Transgender, & Queer (LGBTQ)
demographics added to the CTC uniform application. Currently WSSSC has formed a task force
to answer technical questions on implementing these demographics, and asked Shrader to
serve on this task force.
Academically Shrader dropped out of high school, earned a GED, and had the motivation to
start taking college classes to make something of himself. Shrader has flourished at SPSCC
both academically and personally. He will graduate in June. Currently Shrader serves as the
Secretary on the Mpowerment Advisory Committee, a local non-profit that does HIV/AIDS
prevention work and encourages young gay men to have healthy relationships. Most of
Shrader’s free time is spent with Capital City Pride, in which he serves as the youngest CoChair in the organizations 22 year history.
2013-15 Budget Development Work Group Students
Thuy Nguyen
Highline Community College
My name is Thuy Nguyen. I am currently a student at Highline
Community College. I’m in the process of getting my AA with
emphasis of Business. I would like to transfer to either UW Tacoma
or CWU. My goal is to go into Business Administration and own my
own marketing business. The favorite part of my position is the
connections I am making with the students, faculty and instructors on
campus. Every day in the Center for Leadership and Service is a new
and unique experience. I believe that everyone should have the
opportunity to have open access education.
2013‐15 Operating Budget Development
Small Group Discussions
1 = High priority. Definitely should be included in the system budget request.
2 = Middle priority. Probably should be included in the system budget request.
3 = Low priority. Maybe should be in the system budget request.
4 = Do not include in the request.
WACTC Themes
WACTC Investments
Invest in Faculty and Staff
Meet 21st Century Challenges
Address Access and Affordability
Invest in Infrastructure/ Instructional Technology
Promote and Energize Workforce and Economic Development
Scale up Innovative Programs
Expand STEM Capacity
Foster Industry Cluster Development
Items from March Board Meeting
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
Faculty and Staff Salary Increases
Professional Development
Faculty Increment Funding
Close Part‐Time Faculty Salary Gap
Full‐Time/Part‐Time Faculty Mix
General Enrollments
ABE/ESL Enrollments
I‐BEST ‐ Enrollments or Curriculum Development
Professional/Technical Enrollments
Tuition: No Tuition Increase
Financial Aid: Increase Financial Aid
Financial Aid: Scholarships for Undocumented Students
Professional Development in Use of Technology
Open Course Library
eLearning and Online Services
Statewide Library Resources
New Teaching and Learning Technology
Funding for Building Repair and Maintenance
E.g., Hybrid Degree Programs**
20
STEM Enrollments
21
E.g., Disseminate Aerospace Training Innovations**
22
23
24
Wrap Around Services
25
26
27
Increase Student 28
Achievement
29
Accelerate Math Progression
30
Invest in Student Achievement Initiative to Increase Completions
*From WACTC April meeting
**From State Board staff
Priority
Single Point of Contact
Book Loan Program
Opportunity Grants
Counseling/Advising
Academic Planning Increase Number of Faculty and Staff
Developmental Education ‐ Invest in Promising Practices
Programs that Accelerate Math Progression*
Student Achievement Initiative Funding*
May 9, 2012 SBCTC Meeting
TAB 4
WACTC Academy Synthesis from General Business Meeting
April 27, 2012
2013-15 Budget Building Exercise
Developing Themes and Investment Priorities
Meet 21st Century Challenges
 Invest in Faculty and Staff
 Address Access and Affordability
 Invest in Infrastructure/Instructional Technology
1. Promote and Energize Workforce Development AND Economic Development
 Scale Up Innovative Programs
 Expand STEM capacity
 Foster Industry Cluster Development
2. Increase Student Achievement
 Wrap Around Services
 Accelerate Math Progression
 Invest in Student Achievement Initiative to increase completion
TAB 7
W ASHINGTON A SSOCIATION OF C OMMUNITY AND T ECHNICAL C OLLEGES
BOARD OF PRESIDENTS
Date: April 4, 1012
To: State Board for Community and Technical Colleges
From: Gerald Pumphrey, President, WACTC
Subject: The Transformation Fund
The 2011/13 biennial budget for community and technical colleges was developed and passed by the
legislature containing what was understood by the presidents as one year set aside of $2 million for
initial development of the ERP or what is now known as ctcLink. There was support of this set aside
from the presidents with the understanding that it was a one year commitment only.
During the November WACTC meeting the presidents discussed this one time set aside and voted in
favor of having those funds restored to their operating budgets in the 2012/13 fiscal year, due to the
large reductions that have occurred over the past three years.
At the WACTC meeting in March, the topic of this set aside was discussed again with a proposal to
continue to set aside the $2 million for a system Transformation Fund. While the Transformation Fund
was an idea that some presidents thought would be useful to the system, it was not viewed to currently
be as high a priority as restoration of the dramatically reduced operating budgets.
During the April WACTC meeting, the presidents voted unanimously to have the one time, $2 million
set aside returned to their operating budgets, rather than being used for a Transformation Fund.
Business Affairs Commission  Human Resources Management Commission  Information Technology Commission
Instruction Commission  Public Information Commission  Research and Planning Commission  Student Services Commission
TAB 7
W ASHINGTON A SSOCIATION OF C OMMUNITY AND T ECHNICAL C OLLEGES
BOARD OF PRESIDENTS
Date: April 4, 2012
To: State Board for Community and Technical Colleges
From: Gerald Pumphrey, President, WACTC
Subject: Tuition Increase for 2012/13
The 12% tuition increase for 2012/13 is an action item for the May State Board meeting, and is a
difficult issue. None of the presidents want to continue to shift the cost of education from the State to
our students, when we know that it is difficult for many of them to pay already. Conversely, the
legislature has made the decision to significantly reduce our budgets over the past three years, and has
proposed tuition increases as a partial offset to those reductions.
It is important to understand that the 12% proposed tuition increase for the coming year was approved
by the legislature as a partial offset to budget reductions that were made in the 2011 legislative session
for the entire biennium. That tuition increase was already incorporated into 2012/13 fiscal year planning
before the 2012 legislative session.
The discussion and decision during the 2012 legislative session was whether or not to make additional
cuts to the higher education operating budgets beyond those approved in 2011. The fortunate final
decision was to avoid additional general operating budget reductions to higher education. However, the
system is required to fund STEM increases and the Customized Training account without additional
funding, resulting in net reductions to college operating budgets for the coming year.
The issue of the 12% tuition increase was discussed at the April WACTC meeting. While people are
very concerned about the impact of tuition increases on students, the 12% increase is needed to offset
biennial cuts made in the 2011 legislative session. Failure to approve the 12% tuition increase for the
2012/13 year will result in further budget cuts which will reduce access and services to students.
WACTC voted unanimously to recommend approval of the 12% tuition increase, and voiced a
commitment to advocate against further tuition increases as a means of shifting costs of our system from
the State to our students.
Business Affairs Commission  Human Resources Management Commission  Information Technology Commission
Instruction Commission  Public Information Commission  Research and Planning Commission  Student Services Commission
Chair's Report
Engagement Status Report
March 21, 2012
Client:
Project:
Status:
Upcoming Milestone(s):
Washington State Board for Community and Technical Colleges (SBCTC)
Phase III of Efficiency Study
On-time, On-budget
 Friday, March 23 – Deadline for all adjusting journal entries from all 30
districts
 Wednesday, March 28 – Tentative review of value driver and
preliminary expenditure analysis findings with SBCTC leadership
 Week of April 9 – On-site visits for “case study” colleges to validate
findings and gain additional insight
Completed:




Presentation of project overview and methodology to core stakeholder groups including SBCTC leadership team,
“case study” college presidents and functional leaders, and the Efficiency Committee during the week of March
5th
Developed and deployed hillgroupinc.box.com site with specific folder access to:
o Allow “case study” colleges the ability to upload documentation and data specific to their institution in
a location where only they and The Hill Group have access,
o Provide a location for Efficiency Committee members to upload and view documentation from
previously discussed Efficiency Committee meetings and review interim deliverables from The Hill
Group, once developed
o Provide SBCTC leadership with a location to upload data and related documentation into specific folders
only accessible by the SBCTC leadership team and not institution leadership
o Provide easy access to all project overview and methodology documentation in a specified folder
available to all stakeholders
Development and distribution to each of the 30 districts a standardized definition for all program indices
pertinent to the study with explanatory document for allocating administrative personnel expenditures, a pivot
table of the last four years of expenditures, and a worksheet for recording adjusting journal entries
Executed data sharing agreement and mailed on 3/20 so that access to the SBCTC data warehouse can be
established
In Progress:




Refinement of value drivers (faculty/staff, student, and community value) through secondary research review
Development of expenditure analysis metrics that help to describe the level of value realized from each dollar
spent and the degree of dispersion among students, faculty, and community (5/30 districts have returned their
expenditure adjustments)
Analysis of variances in district expenditure patterns and identification of potential areas where further
qualitative discussion may be helpful to explain patterns
Review of Phase II of Efficiency Study reports from SBCTC and compilation of additional materials from SBCTC
Next Steps (Prior to April 9th Trip):


Complete value driver refinement and prepare discussion topics with each “case study” institution
Complete expenditure analysis and identification of outliers/similarities between institutions
Chair's Report
Engagement Status Report
April 23, 2012
Client:
Project:
Status:
Upcoming Milestone(s):
Washington State Board for Community and Technical Colleges (SBCTC)
Phase III of Efficiency Study
On-time, On-budget
Friday, April 27th – Proposed deadline for receipt of supplemental
information request from “case study” colleges
Week of May 7th – Provide preliminary value driver relationship analysis
and models to SBCTC leadership for review and comment
Week of May 14th – Presentation of value driver relationships and
models for consideration to “case study” colleges and other key
stakeholders
Recently Completed:
Qualitative interviews with each of the “case study” colleges to better understand value drivers and institution
uniqueness as it relates to mission and controllable and uncontrollable variables
Status update presentation made to Efficiency Study Steering Committee and discussion of next steps
Methodology and Overview presentation made to Business Affairs Committee (BAC) and insight gained on
method and approach for the next phase
Data elements from SBCTC data warehouse and national databases (e.g. IPEDS, CCSSE, etc.) have been mapped
to value drivers to provide insight into the cost/benefit relationships in the areas of access, persistence, goal
attainment, and volume
In Progress:
Analysis of value driver relationships between FY08 and FY11 for both SBCTC institutions and national cohorts
Continued collection of supplemental information from “case study” institutions to inform model development
Conduct additional primary and secondary research with nationally recognized experts to understand potential
impact of efficiency mechanisms and challenges to implementation
Development of potential efficiency mechanisms (discrete) and related variables for understanding the short
and long-term cost and benefit from implementing various models
Next Steps (Prior to May 13 th Trip):
Understanding of “joint effects” between potential efficiency mechanisms
Review of preliminary models with SBCTC leadership
Development of key considerations to be posed to “case study” leadership during discussions occurring during
the week of 5/13