page 1 of 9
Budget and Finance Committee
lA-Uph.
c^3!fc
March 24, 2014
EreiJWt^ A(Wjti^TOl State General Revenue Available for Distribution:
.
.
$17.46 million from 2012-13 State General revenue recalculation
$4.39 million additional estimated funded growth revenue in 2013-14 from the State
tenOTlRe''enu;.^ecu°"J,nthc.FI?-prl"°'»"X^°""-'(").'e^^by-tl,e
State Chancellor's Office (02/24/2014)*
* Staff is not recommending to distribute this Item pending the Second Apportionment to be released in June 2014
fro^e State ^ncel^O^^to uncertainty ^^^tWc^nttyp^^:2 rn.ll.n~or.
436%) and other districts planning for summer sessions.
DBC Recommendation f March 19, 2^4)
T^pte ft?r Study/oiscufi^^pi
.
Summer Planning and Offering Update
College Survey on Marketing, Recruitment/ and Outreach
East LA and Pierce College Reserves
2014-15 Enrollment Growth Target and FON
Accreditation Planning Activities
CURRICUNET
Staffing Release Time for SIS Conversion
College Deficits
Other District^College Initiatives
page 2 of 9
Los Angeles Community College District
Unrestricted General Fund
State Approtionment and Other General Revenue Update
2Q13-14 First Princtpa) Apportionment (2/24/14) and Pl Rftcai for 2012-13
Difference between
2012-13 Recalcufation/State General Revenue
2012.13 P2 (June 2013)
2012.13 Recal (02/24/14)
Recal (2/14) and P2
i«i4)
Total Computed State General Revenue for LACCO
468,172,921
4$9,267,277
1.094.356
Property Taxes
l58.S76.1S9
22,638,000
76,198,032
188.399,806
4,939,993
174.861,097
22,498,606
76,889,611
192,254,833
16.284,938
Student Enrollment Fe«s
Estimated EPA
State Apportionment
PDA BackfiH (June 2013)
RDA BackfiU (Feb, 2014 n, $^9 mWon sj^jtewi<te)i
ROA Backfifl (Feb, 2014 #2, $4.3 mfflkm statewide)
Subtotat
Revenue Shoftfalf (Incluffing RDA bwkfills)
2013-14 Pl Projected General Revenue
Base Revenue (ind. Restoratron)
EPA Fund
COLA
Growth
Prcjected General Apportionment Defictt (.4-,36%
rotal Projected State General Revenua
Fotat 12012-13Recaran^2013-14 Pl State Goneral Revenue Adjustments
2012-13 Recafculatfon and 2013-14 Pl Update 3/20/2014
(139,394)
691,579
3.855,027
(4.939.993)
0
^14^,022
S64,06S
*
flSO.751,990 s
{17,420,931}
2013.14 Final Budget
<09/11/13)
468,214,234 $
{1,053,043}
Pl Apportionment
<02/24/14»
402,674,301
65.692,554
7,353.360
7.204,330
1,146.022
564,065
17.462,244
Difference between
P1 and Final Budget
403,271,727
65.995,551
7.367.496
11.598,901
597,426
302,997
14.136
4.394.571
0
(21,289,334)
482.924,545
<21.289.334j
466,844.341
(15,980.204)
$
1.482.040
page 3 of 9
Proposed Uses of Funds ($17.4 million)
ti'fA.
<TS!Stn
Budget Items for Consideration
Actions Taken {$8.093.1131:
.
1.43% salary increase beyond a 1.57 % COLA - $5,109,131
«
FON Subsidy (Faculty Hiring Obligation) for FY 2013-14 - $910,000
Funding additional staffing in the Educational Services Center - $288,047
2012-13 Additional Funded Enrollment Growth Revenue - $1,094,356
.
*
.
EPA Fund Augmentation (Prop. 30) - $691,579
items for Discussions and Actions {remainder of $17.4 million = $9.369.131)
.
Funding for a 2% growth over-cap target at $4,000 per FTES (2% above a 1.63%
state funded enrollment growth) - est $8 million
.
Summer Offering " all colleges are planning to meet the District's enrollment target
at 3.63%
.
.
2014-15 Enrollment Growth Target and FON
ELAC and Pierce College Reserves - $30 milHon
.
District Marketing, Outreach and Recruitment Campaign - $300,000
.
Accreditation Planning Activities - $300,000
.
CURRtCUNET-$360,000
.
Staffing Release Time for SIS Conversion Project -$200,000
.
College Deficits -$6.7 million
.
Other District/Cotlege Initiatives?
page 4 of 9
los Angeles Community Colege District
2012-13 State General Funding Recaiculation
Additional State Ceiwr») Ptevemte from 2011-13 Recateulation tnvtoed 2/t4/Mtt4)
$
M.4">3t44
Budget Augumemattoft to CoCege and District:
1. 2012-13 Arfrfitional Funded Enrioltinefrt Growth Revenue to be distributed to colleges
s
i
1,094.356
691,579
288,047
?10<000
2,9S3.Wt
$
5,109.131
$
8,093,113
2, Additional EPA ?unds to be distributed to colteges
3, Funding for 7 FTE positiofti at Education Services Center
4. 2013-14 FON Sub-sidy for 26 FTE Facuity, New Hires
Subtotal
Funding to cow a 1.43% Salary increaues
Total Required Fynding
Semaining Estimated Amounts of Unaltocated Funds
9.369.131
Proposed Uses of Funds
OBC
RECOMMENDATION
1. ftcturo Coftege fteservei to East tA and Pierce Cdfeges
East LA Coltege
Pierce College
General Reserve
Contingency fl«erve
1S,OS1.446
3,299.763
10,145,814 s
1.603.773 $
Subtotal
2. Funding for a 2% growth overop target at $4,000 p<r FTES (2% above a 1.63% state funded
(03/19/20141
Total
$
25.227,260.00
<1,903.536.00
30.130.7&6.00
8,000.000 ^
8,000,000
5. Districi Mafketing, Outreach and Recruitment Campaign
300,000 $
300,000
6. Campus Accreditation Ptanrring Activities (M. S, and V)
300.000 $
300.000
$
360.000
$
200,000
enroilment growth)
3. Funding for arfditionat summer dassei (Surntner 2014 offering)
4. 2014-15 Enroilmern Target and Faculty Obligation for Fall 2014 (FON)
7. CURftCUNET
360,000
8. Staffing ftelease Time for SIS Conversion Project . $200.000
9, Financial Asiistance to Colleges that are projecting to end the year with deficits (3 to 4 colleges)
6,700.000
10. Other Dislrict/College initiatives
Total
$
9,160,000
page 5 of 9
Los Angeles Community College District
2013-14 Second Quarter Report Status
Budget and ExpKnditures Projttction by Colleges
^ It Hli
location
Oty
tart
H<rt»f
Miuton
Mtrct Southwwt Tr»d«.Tech _Vriteg
Wwt
ITV
Tot»t
1012.13 Actual
2012.13 Actual Expeodtturfts
2012-13 Vtar^nd 8»l*nw
Adrf/len: Year-end Acfjustments
2012.13 Adiuited Vear^nd (Wnce
(tfKluding open onfers)
"SS ^?2=2^5=2^4=^^ls -s^
iWJMf^
1,3U,17S
633.1M
itQW
X3.M5.W 346,971
TlSS.SOl
mmU1.884 240.149 305.S76
2B,S49 8.175.032
IS*?^ $i) 1,285,573 af ^t.n 81
33,579
2,473,981
0
M0.695
49S.OOS
25.S89.432
2013-14 Projection
Oecember Proiection
201^14 FhMt»wfyt(5«frtembfr 2013)
2013-14 Current Budget
2013-14 Additional Revenue (pfoj.»
Ett, Funded Growth Over-Cap {1%}
Acjdittonal Et. Rewnue/Othen
Est FON Subsidy tFV3013'14)
ProiCCTea add't fynaing for 5.43^ COlA
Additional Plan to Reduce Deficit
2013-14 Protected Expencyture
»H-X* hettrted Endh» tetanu
Peftmnw of 1013.14 pfd) wp ww iOIt-tlwfL
ftfmuffoffn^
ewwlOVhu Ftwri Ihntm (Ufx.
f
S6'1S'!S 'nw ?A3W 26-502-050 64-w-l6a ".070'84S 4$'799^ ^WS 32.683.9SS 1.565,466 429.1WI
57.096,409 98.856..52 29,560.087 26.826.772 64.88U2Z 23,387,506 50.137.417 S0:499:036 32:878:87. i:576:19e ^;W6;
636,776
0
0
654.932
Summer 2013
245.000
942.479
157.868
0
297.472
322.261
175.000
346.070
0
271.908
190.000
16.300
308.3S3
405.600
643.748
112,809
140.000
643.202
0
0
230.076 l.SOO.OOO
in 050?
172.507
0
70,000
287.479
575,332
1.S71,043
0
?
0
436.012
0
628.906
151.060
0
128.081
280.000
0
346.014
0
0
0
0
0
l09.71\
108.1W
3M%
Ctty
10.92S
£»st
99
6.445
Fait 2013
Winter 2014
Spring 2014
Summer 2Qt4
Total
2.074
6.364
9,804
1,120
9.525
534
0
737
IMWSh
I04.6Ht
3.6t%
§§3%
Harbor
301.
3,41; t
MtttkWI
97
2,888
18S
2.935
.*
(I
3,24:
0
111.07%
..74%
1CX.BW
? w&
lOfc.TSK
O.IOK
ltW.W%
Pterce Soutbwtt Tmte*Tech Vadey
311
0
6.681
8
2,582
430
7,025
2,341
214
IU.OTO
?^aVt,
134.1'Tft
Wtst
Total
ITV
388
211
108
113
5,frU
33S
S,702
S.957
475
3.326
300
5,944
3.222
179
0
179
0
0
0
0
0
6.9M
640S
14.447
S.145
12,066
ItfSW
6.W6
<71
12472
U.M5
U,SM
6.747
6.857
426
412
49B
4.964
5.04S
S,l«4
11,596
&.6S7
5.8S5
S,950
$,067
13,859
EMfWtntt between PtO}Ktion <nd Sttc F7ES
20,969
21,311
21.730
1.SS4
6.4»
.K)l3.14Fufld«tGwwthFTE& {1.63flH*21t * iM»
1},&81
n,w4
14.179
21.016
sss
12321
6.992
209
44Z
ISO
3013-14 fufidtd Growth FTES (l.63tt
'As submitted to State Chancetiof's Office - Ol/lS/2014
6.519
l«.0*S
i4.au
su
181
470
215
3,n<
«,936
3,796
46.47S
0
22,S23
,y)iM<e«t«FT£s
IOS.06S
1.U
K4W
Meet or Exceed Funded Base FTtS (Y/N)
Meet or Exceed Funded Growth FTES, 1.63% (Y/N)
4.704.796
1,012.670
926.300
4.7M.7W
UM,SU
SiStSi S^^ ^SSSl 27'2^ 6SS^ 25i^iS) 52'4S!^S SSiS 3a'5S^ l>SSi£ "S^S
,4
Nnt Period PTCS Protection*
973.7S6
0
5M
10l,4S8
%A9i
S8.471
100,410
4,S6S
45
y
Y
y
Y
y
Y
y
Y
Y
y
y
y
y
y
»
y
Y
Y
Y
Y
If
y
Revised March 20, 2014
page 6 of 9
College Financial Accountability Measures Report/Dash board
Frade-
aty
East
Harbor
Mission
Pierce
Southwest
Tcch
Valley
West
1. Deficit
-t
2010-11
2011-12
2012-13
±
k
t
h.
T
714,357)1
-i
+
^
Fall 2011
595
587
Spring 2012
574
Fall 2012
566
Spring 20 U
t
T
600
617
-^--
646
626
*
*
625
624
535!
586
627;
621
609
7031
678
500
664
626
-t
644
632
642
746
6151
587
713
540
-f-
<.
?-
+
600.
T
1
666 i
>
I
.T
r-
201 M2
2012-13
Sfudent Services
2010-11
2011-12
280.79
98.04
84.18
66.7% i
57.1%
58.0%-
200.42!
189J4!
80.97
i
T
60.9%
66.7%
$2.522
-T..i
$2.5461
S2.869
$2.677 [
$302
$311.
$336
t
$383
$396^
*
Maintenance «& Operatwns
-T
80.3% i
1-
.k
$383
$476
$500
-i
1
Page or
Prepared -ACCD Institutional EtYcciivcncss
+
$482
$559|
$2,519J $2.492
$2.611
$2.486
$2,736i
$2,6031
$2,590
f--
$401
$411
$493
626
617
608
619
5691
610
609
582
583
598
f
i
$325
.;
$362
t
$319
$2.645
$505
$594
99.98
59.7%
1.445.34
65.0%
*-
L
$2,895? $2.704J
».
-....+.
.-..+
$553
$592
$533
$495
$521
^
$2,481
$2,6651
$2.6811
$2,318
$2,559
$2.624
$2.488
$2,803
$2,668
$386
$397
$449
$413
$531
$371
$398
$408
$505
$523
$538
$649
$504
$534
t
.:L-
$2,522
^
$493
$434
196.58
66.6% I
-i
A
*
^^..^...
.I
$417j,
$4461
$455;
;.
fr.
-t
-. -^
$486
$488
631
1
- Ji-
$2.372
*
$370
i.
+
$2,406
$2.480
4
2012-13
2010-t
2011-12
1
.*.
$2,8711
643
596
f-
^
1
626
649
<
*-.
$2.714;
$2,829
630
6301
. .1... ...
f-
4. Annual Expenditures Per FTES
Instructional
2010-11
-T"
r
-i
f
0.5%
605;
±
^
628
.}...-..
|L
612
IT
3. FON and Fult-TimsJteentase
Fall 2012 FuH-Time
210.34;
Fait 2012 FT%
63.6%!
=.».
618
.t
583
"0.5%
-3.1%l
t.
607
1.
*.
.0.5%
-1.5%i
+-
.*.
Spring 2013
-0.6%
-5,4%
649
-^-.....-
®76@
41
ft
-7.4%
632;
665
637
634
1)
1....
f.
4
647
.§ i 2
i-
"2.2%
.I
T
3)
49
i^.
... " ^.
*
h.
2. WSCH/FTEF (CredLtJnsjtructionJ
Fall 2010
601
s
f
3 481 326
*
t
»-
641 71 Q
--.'f
+
2013-14 Projected :
.i-"
t
$528T623
<
2010-11
+
2e
»
($1,036,105
Deficit as a % of Expenditure
2 073 2
31^086 L.
T§6t m
8
.1
(S547.551
{
*-
2013-14 Projected
2011-12
2012-13
$1.757.597)
(St. 269 28
4
\
*--^-
All Colleges
-,+-.-1
$500
.. -h
$706
$688
$500
t
$492
Revised March 20, 2914
2012-13
Administrative
2010-It
2011-12
20U.13
Tottti
20io-n
2011-12
20n~\3
r
CoHcge Financial Accountability Measures Report/Dashboard
City
$545:
+
1.
^
$281
$285-i
$277
East
$494.1.
$322
$322|
$348
E.
J.
$3,881
t.
$4,011
" -f
$4.104
^
$299
$343
$397
$3.587
$3.755
$3.810;
f
Hcrce
+
+-
$3.821
$4,057
4
A
$4.472
$4,127
$4.501
fr
t
$563!*..^..-
$3831
?.$326
$275
$580
$677
$695
$402-I
$427
$390
t.
i-
*
t
J..
$566
$392
$460
$448
$375
$390
$388
$3,994
$3.794
$4.2391 $4.272
$4.229
$4,391
$3,828
(4,025
$4,136
-t
$467
$493
^'
$457
^
.1....---
t
$4,440
$4,687
$3,891
$3.9921
$4.211
*
t
$5.009
All Colleges
$688
+
*
4
$4,103
$3,946
West
$552
4-... -
t
^
E.
.r-
I,
2910-11 Actual
Credit
Non-Credit
Total
2011.12 Actual
Credit
Non-Credit
Total
2012-13 Actual
Credit
Non-Credit
Total
$794
$3,812! $3.933
4
5. FTES
LL Y?"®y
Tech
$521
t
$458
4
$545;
$602
^
rrade-
^ I s Southwest
Harbor
Mission
$592
$711
4"
t
+.
page 7 of 9
-i.
*
[
!.
h
V
13.239
1.687
14.925
22.427
1.635
24,061
h-
12.586 -+.
1.690
14.276
22.956
1.635
24,591
i"
7.774
80
7,853
*
6,661
339
7,000
<-
4^
14.957 -t
289
15,246 [-.i-
6,018
^
63
7.193
336
13.724
-£
356
6.355 i 14.080
+
-t
'f-
+
12,300
1.084
13,384
Page 2 of 2
Prepared by: LACCD In'.titutinnal Eftcctivcncss
^
*
20.787
1,136
21,923
6.487
f
454
512
5,331
13,011
-t-
*.
44
6,531
5,609
290
5.899
-^
4,291
*
13.611
t
257
!i
13.868
^
12.975- ^
631
.-.:-.' -..t-
<.-
1-L--
517 ;
5,008
12.434
12,231
5,934
109.350
6,490
6,781
97,415
6,114
103.529
6,546
93,303
228
4,555
97,858
291
1-
t-
11.179 |
11,859
477
541
-.. --+
T
*-
509
+. -
103,416
t.
11,722
- -.-.. ^.
4,402
497
4,900
7,366
308
13,606 | 7,674
11.917
717
1
^
"T
12,499- -l^,,.,-.
-.-.;
4
^
-r
4,877
*
7,130
J.
-i
11,656 I 12.401 | 6,774
page 8 of 9
Summer 2014 planning
*
City
% of 2013
100%
sections
FTES
East
Harbor
104%
100%
250
570
76
900
2205
305
Mission
Pierce
211%
Southwest Trade.T»ch
200%
27%
6/16/14
schedule
6 week
6/16/14
7/7/14
-I
5 week
notes
$
Summer costs FY 2013-14 (2wks)
**
s
1.250.000 S 2.252:911
306.000 s
160
110
10
205
1500
110
500
700
400
100
6/16/14
6/16/14
7/7/14
6/16/14
6/16/14
6/16/14
6/16/14
5 week
6 week
7 week
8wk&
.....^
5wk credit.
5wk+5wk non-cr SFP
2013 FtES
3 sessions
i^. . -'".z
cons.Meratton.
slit hi check
nwOadtor
12t3 BASE
tudget
13H taraet
$ 380.000 $492,000 $-2,000,000
s 80.000 s
Swk+SWc
consecuthfe
*
106%
6925
2013 FTCS mated
for12f3fun(tttd.
13UtsuEwniTW
nwKted.
S 144.000 $ 675.000 S 935.000 $ 1.092.000 $
666,667 s
District
100%
135
6wk&8wk 8wk&
eoncwrerH
fater 5 wk
950.000 $
ITV
30
afreaded
axceedaj
Sessions"
62%
400
praifminaiy
Estimated total Costs for Summer
West
100%
48
-..-...±^
start
Valtoy
120%
S 500,000 $ 375.006 $
348.000 »
50.000
s
9,270,911
16,667 S 3.242,333
*AH plans are extremely preliminary and subject to change.
.//:
page 9 of 9
Reserve Balances
FT 2013.14
As of March 12, 20X4
Board Action
Type
Number
Date
Amount
General Reserve (6.5%)
Contingency Reserve (3.5%)
One year suspension of Debt Repayments
Funding for HR Associate Vice-Chancellor remaining 7 months of FY 2013-14)
Balance
33,916,876
$
8F4
BF2
December 11,2013
January 15,2014
18,023,807
(3,429,055)
(86,716)
$ 14,508,036.00
N
Deferred Maintenance Reserve (2012-13 balance + 0.5% FY 2013-14)
4,938,275
Funding for Local Deferred Maintenance Projects and Matching for Deferred Maintenance Block Grant
(3,914,223)
Remaining Deferred Maintenance Reserve Balance
1»024,052
Total All Reserve Balances
**
$
49,448,964
Inter-Officc Correspondence
Los Angeles Community Colleges
March 19,2014
To:
Adriana Barrera, Ph.D.
Interim Chancellor
Jeanette Gordon
Chief Financial Officer/Trea surer
From:
Kathleen F, Burke
John McDowell
Co-chairs DBC
SUBJECT: DBC Recommendation on the Distribution of $9.3 million,
Remainder of the $17.4 million from the 2012-13 State General
Revenue Recalculation
On March 19, 2014, the DBC passed a motion to increase the funding for the 2 percent
growth ovcr-cap target (2% above a 1.63% state funded enrollment) by increasing the
rate of $2,324 per FTES to $4,000 per FTES. This will ftmd approximateiy 2,000 FTES
or $8 million to be distributed to all colleges that meet the district-wide target of 3.63%.
It was also recommended that the remaining $1.3 million be used to fund other budget
needs as discussed in the DBC meeting as follows:
$300,000 - District Marketing, Outreach and Recruitment Campaign
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$300,000 "Accreditation Planning Activities
$360,000 -CURRICUNET Application
4. $200,000 -Staffing Release Time for SIS Conversion Project
The committee discussed other possible budget items for funding such as augmentation
of summer offerings, 2014-15 enrollment growth target, FON, and college deficits.
All colleges are planning to achieve the enrollment target of 3.63 percent. The
recommendation was intended to distribute these funds to provide coiieges additional
money to address their needs such as increasing their summer offerings or reducing their
projected deficits.
These recommendations are forwarded to you both for consideration.
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fNTER-OFFICE CORRESPONDENCE
LOS ANGELES COMMUNITY COLLEGE DISTRICT
IISTTER-OFFICE CORRESPONDENCE
TO:
College Presidents
October 22, 2013
Vice Presidents
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FROM:
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Jeanette L Gordon
Chief Financial Officer/Treasurer
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SUBJECT: Adopted District Financia! Accountabifity Measures
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For your information, enclosed is the District Financial Accountability Measures adopted
by the Board of Trustees on October 9, 2013. These measures are put in place
effective for fiscal year 2013-14.
We wiil be scheduling meetings durinci November with each coifege to review the
college's First Quarterly Budget/Expenditures and FTES projections. The college's
quarterly financia! status reports wll! be provided to the Chancellor and presented to the
Board Budget and Finance Committee at its meeting in December 2013.
f your coi!ege is projecting to end the year with a negative balance, please review
carefully the attached financial accountability measures and prepare to address any
projected budget shortfalls,
if you have any questions, please contact me at (213) 891-2090
Attachment
Cc: Chancellor
Senior Staff
Budget Staff
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Corn No. BF2
Board of Trustees
ACTION
Los Angetes Community College District
Division: BUStNESS AND FINANCE
Date: October S, 2013
Subject: ADOPTION OF DISTRICT FINANCIAL ACCOUNTABILITY MEASURES
Adopt District Financial Accountability Measures as recommended by the Chancelfor to
ensure that the District and Colleges are operating within fheir resource ailocations (as
presented in Exhibit I).
Backflround: To ensure sound fiscal management and provide a process to montor
and evaluate the financial health of colleges within the District, the District had
estaNished the existing statement on Operating Standards and Measures for MonrtorinQ
and Assessment of College Fiscal Conditions. However, these operating standards and
measures have not had effective accountafoilfty measures fn place to ensure cofiege
financial stabrllty.
fn addition, the Accrediting Commission for Ca^omia and Junf'or Cofteges (ACCJC), m
its 2013 Evaluation Report of Los Angeles VaHey Coilege, cited fts concerns regarding
the college's deficits and recommended that "the Chancefior and Board put
accountability messu'res in place to ensure iong-tem flsca! sfabHity and flnanciaf
integrity of the College".
On September 10, 2013, the Executive Commfttee of the District Budget Committee
(ECDBC) revised the Operating Standards and Measures for Monitonng and
Assessment of College Fiscal Conditions to include additional standards (Items 6, 9,
and 10} to strengthen the process of accountabifity. On September 18, 2013, the
ECDBC recommended to the District Budget Committee (DBC) the proposed District
Financial Accountabiiify Measures. The DBC accepted the proposaf and forwarded it to
the ChanceHor for consideration.
On September 25, 2013, the Chanceffor presented the proposal to the Board's
committee on Instifulionaf Effectiveness and Student Success. The Committee reviewed
and made additionai revisions to the Accountabiiity Measures. The proposai is
scheduled for review and approval by the Budget and Finance Committee at its meeting
of October 9, 2013. The Committee's recommendation is anticipated to be forwarded to
the Board for approval on the same day.
Recommended and Approved by;
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Adn'ana D. Bsrrera, InterimChanceHor
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Chancellor and
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Secretary of the Board of Trustees
Date
By:
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Pesrlman
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BF2
D tv.
6USJNESS AND FINANCE
Santiago
Evonkin
Veres,
Grjggs
Student Trustee Advisory Vote
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ExsiBrr i
Page 1 of 5
DISTRICT FINANCIAL ACCOUNTABIUTY MEASURES
(DEC Recommendation, September 18, 2013)
(Instinitional Effectiveness Committee, September 25, 2013}
To ensure sound fiscaj mauagement and provjde a process to monitor and evaluate the
^?^ ^T^^.f,,<!,(?S]^s.^'it?.I?-th.eL.D^?^jt?. ^veJa?Las?e&sments,of a COI]e@e's
finaiid&J condition wiH include, but not be Imuted to, the following operating standards:
CoJlege-s budge^hal] be balanced in terms of funds available for appropriation
throughout the fiscal year. Should funds available be reduced, corresponding
expenditures are expected to also be reduced.
2, College sh^JJ be expected to develop Us iong-term enroJJment pJan to meet its
education mission, and maintain enroJlraent data on all disciplines and
instructional programs- The enrollment data shalJ include; but not be JimJted to
)
PTES, sn.id.ent headcount, teacbing faculty productivity by discipline area,
average class size, class sections offered, and cost per FTES,
3, College shall be expected to maintain position/s^signmenf control on a]!
personnel assignments, bod) academic and classified, to ensure that costs do not
exceed budget
4. College shall develop its annua] coiiege financiaJ p!&n and provide to the
Chanceilor timely coHege budget and expenditure reports and/or fiscal anaiyscs
to assist in monilormg the financiaj health of the college.
5.
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At a minimum, Ae coilege sliajj provide to the ChanceOor quart&rl-y status reports
on expenditures and on the college's overall fiscal status.
6. Ea.ch College President ^nd the Deputv^b^celJoi shaii bej^^n^bkj^the
Chancejlor for The m^nag&tiient of the coiie^e's and District Offices tola
budget Budget management includes mainlajning a balanced budget, as well a;
the efficjent and effective utilization of financial resources.
7, College is required to sef aside 1% of its revenue as a &oHege reserve, ]f a
college's expenditures or pj-ojected expenditures exceed its revenue, college shajj
be required to submit a seif-assessm&nt and revj'ew to the ChanceJlor/ajid to
develop a written action plan to satisfactoriiy address fh^ identified fiscaJ
c-OBwms.
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Page 2 of 5
8. If the college ends the year in a deficit greater than 1% of its budget or S500^000,
whichever is less, it is required to;
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Perfbnn self-assessmenl aii4 review.
» Submit to the Executive Comjmittee of the District Budget Committee
a financial plan that addresses the college's financial lieaith concerns
consiste]at,witlLtbe_measuremej2t criteria as indicated in Attacfamcnt I.
* Participate in a quarterly review as requested by the Executive
Committee of the District Budget Committee on the college's fiscal
condition.
9. If a college hs5 experienced three consecutive years of deficits, or a deficit of 3%
or one miUion dollars, whichever is less. the college shall be required to submit a
detailed recoveoLfiianfor^hi eying fiscal stability. The ChauceUor shaJl evaluate
tiie_£ollege's reooverv nlan and may recommend to the Board of Trustees thatg
special emergency response team be apuointed to monitor and re^ujate_the
enrollment mana£ement and fiscal affairs of the college,
10, The CharicelJor shall review the college's fiscal affairs and em'oHment
manaeenient practices as part of the College President's annual performance
evaluation. The Chancellor musl report to the Board of Trustees any siRnificant
deficiencies and take any corrective measures to resolve the deficiencies up to and
including the possibJ& reassi^nmenf or jwn-renewal of th.e coileRC presidem1s
contract.
Psge 3 of 5
ATTACHMENT I
Measurement Criteria
]. Deficit Spending
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Is the colJege deficit spending more than 1% of its revenue budget over multiple
years?
Is the deficit spending addressed by ending balance, college reserve, or built-in
growth revenue?
2. College's Overaj] Instructiona) Measures
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Is teaching faculty productivity (FTES/FTEF) greater than or equal to 510?
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Is average class size greater than or equal to 34?
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Are costs per FTES by instruction, instructional services, student services,
maintenance and operations, and other non-mstructional support services greater
than or equal to average costs among smali or iarge colleges within the district
and statewide average?
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Are adimnisfr^tive costs per FTBS greater than or equal to average costs among
small or large coHeges within the district and statewide average?
3. Full Time Faculty Hiring Obligation
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What is the college's folj-time and part-time ratio and ob!igatio?i (excjudmg
faculty over-base}?
4. CoH'ege Expenditures an,d S-taffing Trends Over the Last Five Years
*
Is percentage of budget aJlocaied to salaries and benefits at or jess than dislnctwide -average?
*
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Is the coJIege using one-time funds to pay for permanent staff or other ongomg
expenses?
Are faculty, admmistration, mid classified staffing Jeveis compsrabie with other
colleges within the DJsfrict?
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How do expenditures by activity (instructionai; mstructionsl services, studenl
services, and non-instructionai activities) compare to other colleges in the district?
How do the release and reassigned PTEP and expenditures such se reJe^se times
for bargaining LUiif and department chair non-instructiona] activnies compare "to
other coJIeges in the. district"'
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How do utilities and other non-sa^ary operating expendilures b); aclivjty compaj-e
to other colleges m tlie district?
5. EnrolJiment Management
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Does the coljege hs\'e a nsuIU-yeaT plan for enroiiroent growt?i and class sections
offered? Does rhe c.o!!egc's plan address changes in the class offerings and tbe
mainlenance of instructional productivity (FTES/TTHF)? Has the enrojljmeni
been stabk over the last five years?
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Are academic and classified staffing adjustments consistent with fee enrollment
decline?
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Does the cojlege contirmously analyse its enrollment trends and class offerings?
6. CoUeg&'s Overall Educ^tionai Program Evaluation
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Is a college's enrollment and jgscal plan consistent with its overaH educational
program mission?
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Page 5 of
ATrACHMENTH
Xafprmation_fo be.Used fo Perform the Ass^sme^t:
College's Self- Assessm&nt and Review
Apportionment Attendance Report
Enrojlment Projection
Instructional Measures (FTES/TTEF)
Average Class Size
FTES and Expenditures Ranking
College Quarterly Financial Status Report
Monthly Projection and College Financial Plao
Unrestricted General Fund by Activity
College Expenditure Trends Over Last Five Years
FuJJ Time Faculty Hiring Obligation
Release Times md Reassigned Times
Other Avail-abJe Information (Em-oIIjnent Data, Fisca] Data. Staffing Plaxi, etc. ..}
Other Su££e$<ed Criteria:
FTES per FTEF by discipjine
Percentage of Weekly Faculty Confact Hours (WFCH) ta.ughl by full-time and part-time
fajcu]ty
Cost per FTES for each program and compared wit3i other colleges and districts
Adequate/Proper Reserve Leve} or Ending Balance
Cost reduction measures to preserve revenues and mitigate further potential deficits
Other tnformation
Deficit repayment schedule
Eroergenc)-' loans for financial relief
Required actions to ciu-tsii and manage spending jfccriam conditions exisf
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