57
AGENDA ITEM BACKGROUND
TO: GOVERNING BOARD
FROM: PRESIDENT
DATE
March 5, 2012
SUBJECT:
2011-12 through 2014-15 Budget Planning Parameters
ENCLOSURE(S)
REASON FOR BOARD CONSIDERATION ITEM NUMBER
C.3
Page 1 of 13
ACTION
BACKGROUND
The Governing Board received a budget update on December 7, 2011. Updates have been received since then on the status, 2010-11, 2011-12 funding and the 2012-13 budget. Carryover and One-time funds allocated to departments were reviewed in fall 2011.
Final 2010-11 revenue calculation became available in February. Growth funding was approximately
$300,000 below the amount anticipated. The reduction impacts ongoing funding.
Tier one and two reductions will be implemented for 2011-12. Tier one cuts are considered one-time reductions that apply to the current year; $315,000 for Cabrillo. Tier two reductions are permanent ongoing cuts that total $755,000 and come with a workload reduction of 165 credit FTES. The
Chancellor’s Office notified districts in January that the student fee revenue shortfall anticipated for
2011-12 had grown significantly. The shortfall for Cabrillo was estimated at $250,000 in fall of 2011.
The updated reduction for 2011-12 as of the first principal apportionment report is $1.9 million. The two changes will require the college to utilize additional one-time operating reserves of $2.2 million for the current year.
FISCAL IMPACT:
Estimated $5.6 million 2012-13 unrestricted general fund shortfall. The college plans to use $2.3 million of one-time reserves for 2012-13. The base budget reduction target for the 2012-13 Preliminary
Budget is $2.5 million. The Preliminary Budget will be submitted to the Governing Board for approval in June. The college will continue with additional reductions in July and August to offset the remaining
$3.2 million deficit for 2012-13.
RECOMMENDATION:
It is recommended that the Governing Board approve the 2011-12 through 2014-15 budget planning parameters.
Administrator Initiating Item:
Victoria Lewis
Academic and Professional Matter
If yes, Faculty Senate Agreement
Senate President Signature
 Yes  No
 Yes  No
Final Disposition

58
Carryover and One-time funds allocated to departments were reviewed in fall 2011. As a result of the increase in the deficit for 2011-12, additional funds of $153,225 were returned to the operating reserve from Carryover and One-time funds. An updated summary of the Carryover, One-time (Critical Needs) funds is attached. The “give backs” to the reserve currently total $525,255.
The bookstore is projected to have an ending balance of over $800,000 for 2011-12. The college will transfer $200,000 from the bookstore fund to the general operating reserve to reduce the impact of midyear reduction on the base budget.
The college’s budget planning information has been updated to reflect information discussed above.
As is noted on the multi-year planning documents, the college is using the Governor’s budget to plan for the 2012-13 budget year.
The following attachments were reviewed by the College Planning Council and are included for the
Governing Board’s action:
A summary of the Carryover and One-Time/Critical Needs balances as of 2/21/12
Updated Base Budget Planning Parameters for 2011-12 through 2014-15
An updated estimate of Cabrillo Operating Reserves for 2011-12
Projected Operating Reserves for 2011-12 and 2012-13
Updated Budget Development Timeline
The planning assumptions for 2011-12 have been updated to include the ongoing Tier 2 permanent funding reduction of $755,000. The student fee revenue shortfall for 2011-12 is treated as a one-time reduction for state purposes. The assumptions going forward are that the shortfall will continue into
2012-13 with a minimum loss of funding of $500,000. The 2012-13 revenue is projected at the same level as 2011-12 with the exception of the student fee revenue shortfall. The 2013-14 and 2014-15 revenue estimates show an increase in revenue of 4%. Although this increase is highly unlikely, it is included in planning to demonstrate the continued structural deficit which exists even when increases in revenue are assumed.
The ongoing structural deficit for 2012-13 is currently projected at $5.6 million. One of the major components of the structural deficit is the built in increases in expenses that the college must budget each year. It should be noted that Cabrillo reduced the number of full-time faculty positions in the budget to the minimum number required by the state; 196. The reduction of faculty positions has yielded significant savings in the budget to date. The college is planning to utilize $2.3 in operating funds to bridge the 2012-13 deficit leaving a deficit balance of $3.2 for 2012-13. The amount of reserves available for bridging the 2012-13 budget was reduced due to the unexpected student fee revenue shortfall for 2011-12. The college has set a budget reduction target of $2.5 million for the first phase of 2012-13 budget planning. The first phase of planning will be complete by May and all permanent reductions identified in the first phase will be included in the 2012-13 Preliminary Budget approved by the Governing Board in June 2012.
The first phase of budget reduction plans is included as an Information Item. Phase I reduction plans will be presented to the Governing Board as Action Items in April.
Built in expenditures continue to rise at levels that are not sustainable over the long term. Fiscal stability and student success are of the utmost importance to all constituents of the college community.

February 21, 2012
59
Scott Lay, President/CEO
(916) 213-2232 (cell) scottlay@ccleague.org
Contacts:
Theresa Tena, Dir., Fiscal Policy
(916) 849-5618 (cell) ttena@ccleague.org
Additional cut brings total 2011-12 reductions to $564 million; relief would maintain access
Already reeling from $313 million in cuts in the 2011-12 enacted budget and $102 million in “triggered cuts” in January,
California’s 112 community colleges learned late Thursday that they will likely face an additional $149 million cut in the current fiscal year. The latest cuts amount to an additional reduction of $135 per student and threatens more class cuts.
Before the latest cuts, community college were operating with $996 million (23%) is less funding since 2008-09, and have reduced enrollment by nearly 284,000 students at a time when demographically they should have significantly increased enrollment. Even with the reduced enrollment, funding per student has dropped by $554, or 9.3%.
“It is unconscionable that the state continues to foreclose on educational opportunity at this time of record demand and high unemployment,” said Scott Lay, President and CEO of the Community College League of California. “These latest cuts threaten the elimination of even more classes and more faculty and staff layoffs.”
The surprise cut came when districts were provided the first state community college financial update of the year, which showed that revenue from state-determined student enrollment fees were $106 million below projections, and that property tax revenues included in the budget lagged state estimates. This resulted in insufficient resources for the state to meet its promised per-student funding and instead a determination that the funding should be deficited by 3.4%.
“We call on the Legislature to quickly pass legislation to address this unexpected cut,” said Theresa Tena, the League’s
Director of Fiscal Policy. “By fulfilling this funding commitment by June, we can ensure that students will have access to summer school classes in many parts of the state where access is threatened and avoid further layoffs.”
“This latest development brings the one-year cut to California’s three segments of public higher education to over $2.1 billion, and demonstrates why it is essential to support the governor’s plan to ask taxpayers to support a balanced approach that gets our state’s budget back on the right track,” said Lay.
The Community College League of California is a nonprofit association of California’s 72 community college districts, serving the districts in governmental relations, leadership development and district services.
2017 O Street . Sacramento, California . 95811 . www.ccleague.org . 916.444.8641

District
Allan Hancock
Antelope Valley
Barstow
Butte
Cabrillo
Cerritos
Chabot-Las Positas
Chaffey
Citrus
Coast
Compton
Contra Costa
Copper Mt.
Desert
El Camino
Feather River
Foothill-DeAnza
Gavilan
Glendale
Grossmont-Cuyamaca
Hartnell
Imperial
Kern
Lake Tahoe
Lassen
Long Beach
Los Angeles
Los Rios
Marin
Mendocino-Lake
Merced
Mira Costa
Monterey Peninsula
Mt. San Antonio
Mt. San Jacinto
Napa Valley
North Orange County
Ohlone
Palo Verde
Palomar
Pasadena Area
Peralta
Rancho Santiago
Redwoods
60
Enacted
Budget Cut
-$2,673,000
-$3,222,000
January
“Trigger Cut”
-$615,000
-$741,000
-$3,186,000
-$3,264,000
-$4,813,000
-$4,866,000
-$4,072,000
-$3,195,000
-$9,919,000
-$1,835,000
-$8,514,000
-$2,183,000
-$5,508,000
-$733,000
-$751,000
-$1,107,000
-$1,119,000
-$937,000
-$735,000
-$2,282,000
-$422,000
-$1,958,000
-$502,000
-$1,267,000
-$8,716,000
-$1,462,000
-$4,287,000
-$5,149,000
-$1,981,000
-$2,006,000
-$5,586,000
-$5,911,000
-$28,900,000
-$14,780,000
-$2,709,000
-$2,114,000
-$7,991,000
-$2,931,000
-$1,599,000
-$9,200,000
-$2,362,000
-$5,530,000
-$6,220,000
-$5,514,000
-$7,964,000
-$1,476,000
-$2,005,000
-$336,000
-$986,000
-$1,185,000
-$456,000
-$461,000
-$1,285,000
-$1,360,000
-$6,648,000
-$3,400,000
-$623,000
-$486,000
-$1,838,000
-$674,000
-$368,000
-$2,116,000
-$543,000
-$1,272,000
-$1,431,000
-$1,268,000
-$1,832,000
-$340,000
Expected
Shortfall
-$259,000
-$306,000
-$83,000
-$303,000
-$310,000
-$435,000
-$455,000
-$385,000
-$297,000
February
Surprise
Additional Cut
-$1,289,000
-$1,522,000
-$414,000
-$1,507,000
-$1,540,000
-$2,164,000
-$2,265,000
-$1,913,000
-$1,479,000
Total
2011-2012
Cuts
-$4,836,000
-$5,791,000
-$497,000
-$5,729,000
-$5,865,000
-$8,519,000
-$8,705,000
-$7,307,000
-$5,706,000
-$908,000
-$175,000
-$791,000
-$62,000
-$205,000
-$526,000
-$64,000
-$822,000
-$147,000
-$397,000
-$4,516,000 -$17,625,000
-$871,000 -$3,303,000
-$3,936,000 -$15,199,000
-$309,000
-$1,019,000
-$371,000
-$3,909,000
-$2,616,000
-$729,000
-$1,973,000
-$9,917,000
-$319,000 -$383,000
-$4,087,000 -$15,630,000
-$2,674,000
-$7,643,000
-$480,000
-$189,000
-$190,000
-$556,000
-$72,000
-$71,000
-$2,385,000
-$358,000
-$352,000
-$9,199,000
-$941,000
-$944,000
-$3,567,000
-$3,601,000
-$2,767,000 -$10,194,000
-$430,000
-$423,000
-$541,000 -$2,692,000 -$10,504,000
-$2,651,000 -$13,183,000 -$51,382,000
-$1,366,000 -$6,795,000 -$26,341,000
-$105,000
-$262,000
-$201,000
-$712,000
-$281,000
-$160,000
-$834,000
-$226,000
-$69,000
-$509,000
-$568,000
-$546,000
-$735,000
-$153,000
-$522,000
-$1,305,000
-$627,000
-$4,899,000
-$998,000 -$3,799,000
-$3,541,000 -$14,082,000
-$1,399,000
-$795,000
-$5,285,000
-$2,922,000
-$4,148,000 -$16,298,000
-$1,126,000
-$344,000
-$4,257,000
-$413,000
-$2,531,000 -$9,842,000
-$2,823,000 -$11,042,000
-$2,713,000 -$10,041,000
-$3,656,000 -$14,187,000
-$759,000 -$2,728,000

61
Riverside
District
Rio Hondo
San Bernardino
San Diego
San Francisco
San Joaquin Delta
San Jose-Evergreen
San Luis Obispo
San Mateo
Santa Barbara
Santa Clarita
Santa Monica
Sequoias
Shasta-Tehama-Trinity
Sierra
Siskiyou
Solano
Sonoma
South Orange
Enacted
Budget Cut
-$3,690,000
-$7,612,000
-$4,009,000
-$11,063,000
-$9,562,000
-$4,590,000
-$4,271,000
-$2,632,000
-$6,112,000
-$4,261,000
-$4,274,000
-$6,283,000
-$2,512,000
-$2,175,000
-$4,375,000
-$2,609,000
-$5,583,000
January
“Trigger Cut”
-$849,000
-$1,751,000
-$922,000
-$2,545,000
-$2,200,000
-$1,056,000
-$983,000
-$605,000
-$1,406,000
-$980,000
-$983,000
-$1,445,000
-$578,000
-$500,000
-$1,006,000
-$600,000
-$1,284,000
Expected
Shortfall
-$340,000
-$708,000
-$383,000
-$1,037,000
-$884,000
-$422,000
-$402,000
-$256,000
-$577,000
-$401,000
-$396,000
-$573,000
-$246,000
-$204,000
-$405,000
-$80,000
-$254,000
-$521,000
February
Surprise
Additional Cut
Total
2011-2012
Cuts
-$1,689,000 -$6,568,000
-$3,523,000 -$13,594,000
-$1,902,000 -$7,216,000
-$5,158,000 -$19,803,000
-$4,396,000 -$17,042,000
-$2,101,000
-$1,998,000
-$8,169,000
-$7,654,000
-$1,272,000 -$4,765,000
-$2,872,000 -$10,967,000
-$1,993,000
-$1,221,000
-$1,016,000
-$7,635,000
-$1,968,000 -$7,621,000
-$2,850,000 -$11,151,000
-$4,557,000
-$3,895,000
-$2,014,000
-$399,000
-$1,262,000
-$2,593,000
-$7,800,000
-$479,000
-$4,725,000
-$9,981,000
Southwestern
State Center
Ventura
Victor Valley
West Hills
West Kern
West Valley-Mission
Yosemite
Yuba
-$4,447,000
-$7,700,000
-$7,463,000
-$2,716,000
-$1,403,000
-$4,880,000
-$4,878,000
-$2,263,000
-$1,023,000
-$1,771,000
-$1,717,000
-$625,000
-$323,000
-$1,123,000
-$1,122,000
-$521,000
-$410,000
-$719,000
-$699,000
-$257,000
-$159,000
-$111,000
-$457,000
-$457,000
-$237,000
-$2,040,000
-$1,276,000
-$791,000
-$7,920,000
-$3,576,000 -$13,766,000
-$3,475,000 -$13,354,000
-$4,874,000
-$2,676,000
-$552,000
-$2,271,000
-$2,270,000
-$1,179,000
-$663,000
-$8,731,000
-$8,727,000
-$4,200,000
-$313,000,000 -$72,000,000 -$30,000,000 -$149,000,000 -$564,000,000
Notes:
“Enacted Budget Cut”: In the state’s enacted budget, the state general fund appropriation was cut by $400 million, and the state raised fees from $26 to $36/unit to mitigate the cuts. Along with other state shortfalls, this resulted in a $313 million cut, which districts were told to accommodate by reducing “workload,” or classes to students.
“January Trigger Cut”: As part of the state’s budget deal, certain cuts were automatically made in January, including this
$72 million leading to reduced “workload,” or course sections, and an additional $30 million as an “Expected Shortfall.”
“February Surprise”: Due to the fee increase and course reductions, fewer students are enrolling and paying the $36/unit fee (as more qualify for the state-required fee waiver). This has resulted in a $106 million reduction in state-projected student fee revenue that, combined with a $43 million shortfall in property tax revenue and other state calculations, results in an additional mid-year, surprise cut of over 3%.
“Excess Local Property Tax” districts are funded entirely by local revenues and thus are not affected by apportionment deficits, and “Small district exemption” districts did not have their workload reduced in the current year and, in turn, forfeit enrollment restoration funds in future years.

62
Colleagues,
As you know, the P1 apportionment identifies a significant current year deficit in system funding. The total shortfall identified is $179M (3.29% statewide, but effectively a 3.42% deficit for non-basic aid districts) and consists of the following elements:
$107M due to a fee revenue shortage
$41M in property taxes
$30M due to the Tier 1 trigger reduction
$1M due to other miscellaneous adjustments
As the $30M trigger cut was anticipated, we should not expect any relief for that portion of the deficit.
That, however, still leaves a hole of $149M that districts had no reason to expect. Given the major reductions the system has experienced in recent years, an unanticipated deficit is unacceptable.
Addressing this shortfall will be a major focus of this year’s budget advocacy. Chancellor Scott and I have already met with Finance Director Matosantos to communicate the severity of the problem, and I have similarly been informing key legislative staff. These are just the first steps in what I expect will be a unified system push to have the deficit resolved. We believe this shortfall also highlights the problem with not having statutory protection from revenue shortfalls, as K-12 does, and we will be pressing that point, as well.
As one who follows the budget situation in Sacramento closely, though, I do need to caution that there is no guarantee that the deficit will be backfilled. The state has a current year budget deficit identified by the Department of Finance of over $4B and a cash flow situation difficult enough to require new statutory payment flexibility for the Department of Finance. Reportedly, the Treasurer is going to the market to borrow an additional $1B to help cover payouts over the next two months. Given the state’s financial distress, districts will need to take a close look at their current year budgets to determine whether any adjustments are needed to make it through the fiscal year in the event the shortfall goes unaddressed.
Similarly, with the prospect of more midyear trigger cuts on the horizon in November (the Department of Finance now estimates the CCCs will be in line for a trigger reduction of $292M if the Governor’s ballot initiative fails), districts need to have a plan in place to address the possibility of another difficult year in 2012-13. An economic recovery appears to be underway, but, without voter approval of increased revenues this fall, the recovery does not appear to be fast enough to help turn the negative tide until the 2013-14 fiscal year.
Regards,
Dan Troy
Vice Chancellor for Fiscal Policy
Chancellor’s Office of the California Community Colleges

Board
March 5, 2012
11-12 Carryover and One Time Balances as of 2/17/2012
Carryover - Fund 14
Admin Services
Contract Commitments *
Districtwide
Instruction
President
Special Programs**
Student Services
Budget Expenditures Encumbrances
1,122,788
638,123
555,130
637,715
53,755
326,871
408,956
475,439
146,177
(23,259)
76,814
3,733
29,920
56,007
Total
Less Contract Commitments, Reserves & Special Programs
Total Fund 14
3,743,338 764,831
159,563
-
1,196
11,562
1,535
63,540
4,398
241,794
Give Backs
71,489
-
24,194
70,751
9,000
21,992
197,426
Balance
416,297
491,946
552,999
478,588
39,486
233,411
326,559
2,539,287
(689,372)
1,849,914
One Time - Fund 17
Admin Services
Districtwide
Instruction
President
Reserves
Student Services
Budget Expenditures Encumbrances
175,570
4,620,944
59,822
61,015
3,378,895
296,949
95,373
265,977
702
4,478
1,000
35,000
4,816
12,825
-
-
-
1
Total
Less Reserves and Less $3,478,192 Transfer to Base Budget
Total Fund 17
8,593,195 402,530 17,641
Give Backs
4,530
307,966
-
15,333
-
-
327,829
Balance
70,852
4,034,176
59,119
41,204
3,377,895
261,949
7,845,195
(6,856,087)
989,108
Grand Total Carryover & One-time
* Contract Commitments:
CCFT Conference Stipends
Classified & Confidential Staff Development
Public Safety In-Service Funds
** Special Programs:
Dental Hygiene Clinic (4160)
Horticulture Center (4110)
Sesnon House (2119)
Student Printing Program (#188)
Critical Needs- (Examples)
Classroom Remodels
CCFT-conference funds
Accreditation
Green Technology Center-start up
Health Services- Bldg Remodel
DSPS/Matric- shortfall
Retirement Incentives- faculty/classified
College Emergency Fund
525,255 2,839,022
63

64
Bookstore 2011-12 Actuals
Beginning Fund Balance
2011-12 Projection (Based on Working Budget)
July August September October November December
1,546,676.22
1,480,989.83
1,671,721.40
1,723,966.44
1,669,121.36
1,612,487.36
January February March April May June
1,539,134.66
1,523,145.36
1,694,638.77
1,623,310.12
1,584,401.44
1,535,828.98
Total Expenditures 71,159.62
70,866.77
124,617.68
73,488.65
67,267.58
80,678.77
60,075.63
66,402.50
77,406.11
57,711.81
60,843.17
92,457.12
Total Revenues
Change in Fund Balance
Ending Fund Balance
(5,473.23) (261,598.34) (176,862.72) (18,643.57) (10,633.58) (7,326.07) (44,086.33) (237,895.91) (6,077.46) (18,803.13) (12,270.71) (51,802.87)
(65,686.39) 190,731.57
52,245.04
(54,845.08) (56,634.00) (73,352.70) (15,989.30) 171,493.41
(71,328.65) (38,908.68) (48,572.46) (40,654.25)
1,480,989.83
1,671,721.40
1,723,966.44
1,669,121.36
1,612,487.36
1,539,134.66
1,523,145.36
1,694,638.77
1,623,310.12
1,584,401.44
1,535,828.98
1,495,174.73
Ending Cash Balance 804,049.13
1,507,763.73
1,375,930.01
928,418.37
902,491.65
870,057.04
854,067.74
1,025,561.15
954,232.50
915,323.82
866,751.36
826,097.11

Board
March 5, 2012
OPERATING RESERVE 2011-12 Update
Beginning Balance 7/1/11
Less:
FTES Reserves
Allocation for 2011-12 Deficit
Allocation to 2011-12 Mid-Year Reductions
'One Time' Allocation Carryover Balance from FY 2010-11
Allocation for 'One Time' Sub-Fund for FY 2011-12
Allocation to 2011-12 February surprise/P1
2011-12 Give Backs from Carryover/One-Time Funds
One-time transfer from Bookstore Fund
Projected Ending Operating Reserve Balance 6/30/12*
$ 8,593,195
(500,000)
(3,478,200)
(1,070,000)
(1,051,600)
(1,184,395)
(1,200,000)
525,255
200,000
$ 834,255
65
* Does not include FTES reserve of $1,000,000 or the 5% general reserve of $3,209,000

Board
March 5, 2012
2011-12 through 2014-15
Base Budget
Planning Parameters
2011-12 Mid-Year
Trigger Cuts
Difference between ongoing Revenues & Expenses (Structural Deficit) (145,000)
2012-13
Mid-Range Projected
(4,233,200)
Increase in State Revenue Anticipated
General Apportionment adjustment 2011-12 Tier 2 Permanent Reductions
Gen. Apportionment reduction- $400 million net of student fee increase
Increase in Student Fees $110 mil to offset apportionment reduction
2011-12/ 2012-13 Student Fee Revenue Shortfall
Possible 4% Increase in CCC Prop 98 allocation- if tax proposals pass
Net change in revenue
Net Increases in Ongoing Expenses
Full-time Faculty Position changes (-3, -4, +3, +3) (net of adjunct backfill)
Step, Column, Longevity Increases, etc.
Classified Positions
Medical Plan Rate Increase-- 4%, 10%, 10%, 10%
Management Positions
Retiree Benefit Increase
PERS Rate Increase
STRS Rate Increase
Worker's Comp, Unemployment Insurance
New Facilities Supplies & Operating, Staff
TRAN Interest Expense
Utilities
Net Operating Increases
District Contribution- Bus Pass Program
Retiree Benefits- New Employees
Labor agreements
Reduction in Indirect Reimbursements from grants
Total Expenditure Increases
Budget Reductions
Budget Reductions Phase I, Round I
Budget Reductions Phase I, Round II
Ongoing Shortfall*
Allocation of 66 2/3% of operating reserves
Deficit net of One-time funds
(755,000)
(4,412,000)
1,097,000
(250,000)
(4,465,000)
150,000
(395,000)
(230,000)
(66,000)
0
(194,353)
174,000
100,000
?
?
(135,000)
(596,353)
730,500
97,653
(4,233,200)
3,478,200
(755,000)
(250,000)
(4,483,200)
200,000
(320,000)
(575,000)
(85,000)
(62,000)
?
(50,000)
(60,000)
(125,000)
?
?
(1,077,000)
?
(5,560,200)
2,300,000
(3,260,200)
Estimates will change as more information becomes available
The 2012-13 Preliminary Budget Reduction target for the June Board meeting is $2.5 million
If Tax Increases on the ballot do not pass, the deficit will increase by another $2.7 million (5.56%). This increase is not reflected above.
2013-14
Projected
(5,560,200)
(4,981,700)
2,100,000
(3,460,200)
(112,500)
(345,000)
(633,000)
?
(145,000)
(36,000)
?
?
?
(100,000)
(150,000)
?
?
(1,521,500)
?
66
2014-15
Projected
(4,981,700)
2,200,000
(2,781,700)
(112,500)
(345,000)
(696,000)
?
(145,000)
(24,000)
?
?
?
(10,000)
(150,000)
?
?
(1,482,500)
?
(4,264,200)

67
CABRILLO COLLEGE
GENERAL FUND BALANCE
Board
March 5, 2012
Projected Operating Reserves
Beginning Balance (Mid Year-Bridge Fund Reserves, Final Budget)
ADD:
Carryover and One-time Fund Give Backs
One-time transfer from Bookstore Fund
Projected Ending balance
2012-13 Estimated One-Time Subfund Allocations
LESS:
2011-12 Increase in Student Fee Revenue Shortfall (February 2012)
66.67% Allocated to 2012-13 Deficit
Projected Ending Operating Reserves
= (1,834,255+1,500,000) *66.67%
Projected
Projected
@ 66.67%
FY 2011-12 FY 2012-13
1,309,000 1,834,255
525,255
200,000
1,500,000
(500,000)
1,500,000
(1,200,000)
(2,300,000)
1,834,255 1,034,255
3,334,255 2,222,948

CABRILLO COLLEGE
FY 2012-13 Base Budget/Categorical Budget Development Timeline Draft
Board
March 5, 2012
September 7, 2011
September 21 & 22
SANTA CRUZ COUNTY COMMITMENT KICK OFF
BUDGET TOWN HALL MEETINGS
CPC MEETING
- Budget Planning Kick Off For 2012-13
September - December, 2011 FACULTY SENATE- Program Review Task Force meets to develop recommendations
October 3, 2011
October 4/5, 2011
October 25/19, 2011
BOARD MEETING
Information Items:
- Budget Presentation 2012-13
- Review of 6/30/11 Ending Fund Balance
ADMINISTRATIVE COUNCIL/MANAGER'S MEETING/CPC MEETING
Information Items:
- Budget Planning Parameters for 2012-2014
- Budget Development Timeline
ADMINISTRATIVE COUNCIL/CPC MEETING
October 4-December 1, 2011 Carryover and One-Time Fund review by Components, Cabinet, Admin. Council and CPC
October/November Faculty Prioritization Process/ Determine FON requirements for Fall 2012
November 7, 2011
November 8/2, 2011
November 22/16, 2011
December 5, 2011
BOARD MEETING
Information Items:
- Budget Planning Parameters for 2012-2014
- Budget Development Timeline
ADMINISTRATIVE COUNCIL/MANAGER'S MEETING/
CPC MEETING
ADMINISTRATIVE COUNCIL/MANAGER'S MEETING/
CPC MEETING
BOARD MEETING
Action Items:
January 24/18, 2012
- Budget Planning Parameters for 2012-2014
- Budget Development Timeline
- Review Faculty Obligation number for 2012
December 6/7, 2011
December 20/21, 2011
January 9, 2012
January 10, 2012
ADMINISTRATIVE COUNCIL/MANAGER'S MEETING/
CPC MEETING
ADMINISTRATIVE COUNCIL/CPC
BOARD MEETING
Information Items:
- Budget Update
2012-13 GOVERNOR'S STATE BUDGET
13-Jan-11 STATE BUDGET WORKSHOP
January 10/4, 2012 ADMINISTRATIVE COUNCIL/MANAGER'S MEETING/
CPC MEETING
ADMINISTRATIVE COUNCIL/CPC
February 6, 2012 BOARD MEETING
February 7/1, 2012
February 21/15, 2012
Information Items:
- Update Budget Parameters FY2012-13 and FY 2013-14
- Update Budget Development Timeline- FY 2013-14
- Review Budget Reduction Target for 2012-13- ALL Funds, $2.5 million for Base Budget
- Carryover and One-Time Fund review/Critical Needs
ADMINISTRATIVE COUNCIL/MANAGER'S MEETING/
CPC MEETING
ADMINISTRATIVE COUNCIL/CPC
68

CABRILLO COLLEGE
FY 2012-13 Base Budget/Categorical Budget Development Timeline Draft
Board
March 5, 2012
March- April 2012
April - June 2012
March 5, 2012
March, 2012
March 6/7, 2012
March 20/21, 2012
April, 2012
April 2, 2012
April 3/4, 2012
April 24/18, 2012
May 2012
May 7, 2012
May 8/2, 2012
May 29/16, 2012
May 25, 2012
June 11, 2012
June 12/6, 2012
June 26/20, 2012
August 6, 2012
August 7/1, 2012
August 28/15, 2012
September 10, 2012
September 11/5, 2012
September 25/19, 2012
SPRAC Review of Program Reduction Plans for 2012-13
2012-13 Negotiations- All groups
BOARD MEETING
Information Items:
- FY 2011-12 Mid Year Cuts from the state
- Budget Reduction Plans (Base, Categorical Budgets & Other funds)
- Projected General Fund Ending balance as of June 30,2012
Action Items:
- March 15 Notices to Faculty- Reduction or Discontinuance of Services
- Resolution-Reduction or Discontinuance of Classified/Confidential/Management Service
First Principal Apportionment 2011-12 Received
ADMINISTRATIVE COUNCIL/MANAGER'S MEETING/
CPC MEETING
ADMINISTRATIVE COUNCIL/CPC MEETING
Continue to evaluate/revise Planning Parameters
BOARD MEETING
Action Items:
- Budget Reduction Goals (Base, Categorical Budgets & Other funds)
- Update Budget Development Timeline- FY 2013-14
- FY 2011-12 Mid Year Cuts from the state
- Budget Reduction Plans (Base, Categorical Budgets & Other funds)
Action Items:
- Resolution-Reduction or Discontinuance of Classified/Confidential/Management Service
ADMINISTRATIVE COUNCIL/MANAGER'S MEETING/
CPC MEETING
ADMINISTRATIVE COUNCIL/CPC
Second Principal Apportionment 2011-12 Received
BOARD MEETING
Action Items:
- Final Notices to Faculty- Reduction or Discontinuance of Services
- Resolution-Reduction or Discontinuance of Classified/Confidential/Management Service
ADMINISTRATIVE COUNCIL/MANAGER'S MEETING/
CPC MEETING
ADMINISTRATIVE COUNCIL/CPC MEETING
Governor's May Revise for 2012-13 released
BOARD MEETING
Action Items:
- 2012-13 Preliminary Budget
ADMINISTRATIVE COUNCIL/MANAGER'S MEETING/
CPC MEETING
ADMINISTRATIVE COUNCIL/CPC MEETING
BOARD MEETING
Information Items:
- Update Budget Parameters FY2012-13 and FY 2013-14
ADMINISTRATIVE COUNCIL/MANAGER'S MEETING/
CPC MEETING
ADMINISTRATIVE COUNCIL/CPC MEETING
BOARD MEETING
Action Items:
- 2012-13 Final Budget
ADMINISTRATIVE COUNCIL/MANAGER'S MEETING/
CPC MEETING
ADMINISTRATIVE COUNCIL/CPC MEETING
69