2013-14
FINAL BUDGET
Cabrillo Community College District
September 9, 2013
June 11, 2013 Corrected: Student Success Act (Matriculation) was left of my list! Dear Graciano, Good morning! I'm still in Washington, DC, but our great Team League was up last night following the budget conference committee and asked me to spread some good news to you! Legislative Democrats and the governor reached agreement yesterday on a spending plan that the budget conference committee‐‐which officially reconciles the versions of the budget from each house‐‐officially ratified last night. It is likely the state budget will be approved by each house on Thursday. For community colleges, we were able to increase the funding above the governor's May revision proposal by $68.2 million. Below are the main augmentations (wow, it feels good to use that word!) in the community college budget for the fiscal year beginning July 1, assuming the governor does not veto any item: 
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Enrollment restoration: 1.63% Cost‐of‐living adjustment: 1.57% Student Success: $50 million augmentation (total of $99.2m) Proposition 39 energy efficiency: $48 million (to be allocated by Chancellor's Office) Deferred Maintenance: $30 million Online education coordination and access: $16.9 million Extended Opportunities Programs and Services: $15 million Disabled Students Programs and Services: $15 million CalWORKs: $8 million Academic Senate: $150,000 The final budget agreement accepted the governor's conservative revenue estimates. While many of us would have preferred faster restoration of public services cut since 2008‐09, it does make a lot of sense to see what the next six months hold. Just yesterday, the state controller reported that May's personal income tax revenue (primarily a barometer of ongoing withholding of salary/wage income) was 20% above projections. California is roaring back, but none of us want to repeat the mistake of overspending only to repeat the heartbreaking cuts of recent years. We can't thank you enough for your advocacy and passion. Also, we offer a strong hat‐tip to our Californians for Community Colleges partners with whom we developed budget priorities and coordinated advocacy efforts.
Have a great day! Sincerely, Scott Lay President and Chief Executive Officer Orange Coast College '94 Community College League of California 2017 O Street, Sacramento, California 95811 916.444.8641 . www.ccleague.org Subject: Budget Update Date: Tue, 11 Jun 2013 06:01:13 +0000 From: Troy, Dan <dtroy@CCCCO.EDU> Reply‐To: System Office Memos to CBOs <SO2CBO@LISTSERV.CCCNEXT.NET>
To: SO2CBO@LISTSERV.CCCNEXT.NET
Colleagues, I’d thought I’d give you a quick update on this evening’s actions of the Budget Conference Committee. After weeks of behind the scenes wrangling, the Committee agreed to assume the level of revenues estimated in the Governor’s May Revision. You may recall that the Legislative Analyst’s Office believes that the Governor is underestimating revenues by a combined $3.3B over the prior, current and, budget years. Indeed, the State Controller reported on Monday that tax receipts for May were well above the May Revision estimates. In the interest of getting an on‐time budget, though, the Conferees adopted the Governor’s revenues with a promise to revisit expenditures in January if more revenues materialize. Here are some of the key provisions of the budget as it relates to the California Community Colleges: ∙ $38M more in categorical funding than was proposed by the Governor (Brown provided $50M for the Student Success and Support item) including $15M for DSPS, $15M for EOPS, and $8M for CalWORKs. ∙ Adoption of a COLA (1.57%) and funding to restore access (1.63%). ∙ $30M for deferred maintenance (specified as one time funds, though paid with budget year money). ∙ $25M for local planning grants related to new adult education consortia. ∙ $48M for energy efficiency activities related to Proposition 39 to be allocated in a manner determined by the Chancellor’s Office. District reporting requirements will be specified in trailer legislation. An additional $3M will be moved into the Energy Conservation Assistance Act (ECAA) revolving loan program administered by the California Energy Commission. ∙ $16.9M for the Online Education Initiative. ∙ $150k in funding for the Academic Senate. ∙ The budget agreement will pay down $30M in deferrals in 2013‐14 whereas the May Revision would have paid down $63.7M. There will be more details to investigate over the coming days – trailer legislation, in particular – but it would appear that a final budget has taken shape. I’ll continue to keep you posted as we learn new information. Regards, Dan Troy ******************************************************************** 2013-2014
FINAL BUDGET
TABLE OF CONTENTS
PAGE
I
General Fund – Overview ................................................................................................. 1
A.
Base Budget ......................................................................................................... 3
1.
Base Budget Revenue.............................................................................. 3
a.
b.
c.
2.
General Apportionment ............................................................... 3
Lottery.......................................................................................... 6
Non-Resident Tuition .................................................................. 6
Base Budget Expenditures ...................................................................... 7
a.
Benefits ........................................................................................ 8
Base Budget Tables
Base Budget Revenue .................................................................. 9
Base Budget Expenditures ......................................................... 10
B.
Community Education........................................................................................ 12
C.
General Restricted Fund ..................................................................................... 14
D.
Carry-Over Sub-Fund ......................................................................................... 19
E.
General Unrestricted Funds ................................................................................ 20
F.
Carryover Fund Allocation................................................................................. 21
G.
One-Time Sub-Fund Allocation ......................................................................... 22
H.
Reserves (Ending Balance) ................................................................................ 23
1.
Base Budget Reserves ........................................................................... 23
a.
b.
c.
d.
e.
f.
g.
2.
I.
General Reserves ....................................................................... 23
Revolving Cash Fund................................................................. 23
Clearing/Operational Fund......................................................... 23
CalPers Reserve ......................................................................... 23
2013-14 Operating Reserves ...................................................... 24
FTES Reserve ............................................................................ 24
One-Time Sub-Fund Allocations ............................................... 24
Ending Fund Balance vs. Cash Balance ................................................ 26
Other Financing Sources (Outgo)....................................................................... 28
Inter- and Intra-Fund Transfers ............................................................. 29
i
TABLE OF CONTENTS
(CONTINUED)
II
Retiree Benefit Fund ....................................................................................................... 30
III
Debt Service Fund ........................................................................................................... 34
IV
Child Development Fund ................................................................................................ 36
V
Building Fund ................................................................................................................. 38
A.
Scheduled Maintenance & Capital Construction Projects .................................. 38
B.
Transportation, Parking & Security.................................................................... 38
C.
Certificates of Participation ................................................................................ 38
D.
Redevelopment Agency (RDA) Funds............................................................... 38
VI
General Obligation Bond Fund ....................................................................................... 40
VII
Enterprise Fund – Auxiliary Services.............................................................................. 46
VIII
Associated Students Fund ............................................................................................... 54
IX
Trust & Agency Fund ...................................................................................................... 56
X
Scholarship & Loan Trust Fund ...................................................................................... 58
XI
Student Financial Assistance Fund.................................................................................. 60
XII
Student Representation Fee Trust Fund .......................................................................... 62
XIII
Student Center Fee Fund ................................................................................................. 64
XIV
Staffing Summary - All Funds ........................................................................................ 66
Attachments:
2012-13 and 2013-14 Budget Planning Update, September 9, 2013 ........................ A1-10
2012-13 and 2013-14 Budget Planning Update, August 5, 2013 .............................. B1-10
2012-13 Budget Revision—Allocation of FTES Reserve, April 8, 2013... ................ C1-2
2012-13 Summary of Budget Reductions ..................................................................... D1
Cabrillo College Decision Making Process... .............................................................. E1-2
ii
2013-14 FINAL BUDGET
GENERAL FUND
I.
GENERAL FUND
Integration of Financial and Institutional Planning
The College Planning Council (CPC) serves as the main forum for discussion around
institutional and financial planning and other relevant policy matters. The president chairs
CPC meetings, with committee membership which includes administration, faculty, staff and
student representatives. CPC was initially created for the specific purpose of developing,
reviewing and monitoring college master plans. Over time, CPC also became responsible for
integrating budget development and other fiscal and budgetary matters with institutional
planning and with the institution’s overall Mission and Vision statements. Accordingly, CPC
utilizes the institution’s Mission statements as well as the College Master Plan to evaluate
program review reports, new program proposals, service proposals, resource allocation
matters and resource reduction proposals. CPC formulates recommendations to the president,
which are integrated with those of the cabinet, and are subsequently presented to the
Governing Board for discussion and approval.
Working in conjunction with CPC, financial and institutional planning also takes place at
various levels within the organization. Instructional departments review and develop program
plans and student learning outcomes, along with the resource needs to achieve desired
outcomes. These instructional plans are presented and reviewed by the Council for
Instructional Planning (CIP), which ranks and forwards the top third to CPC. Noninstructional departments also conduct program and planning reviews for CPC consideration.
The Facilities Planning Committee plans capital outlays, and all major construction and
remodeling projects to be consistent with the goals and objectives of the college. The resulting
Facilities Master Plan guides these expenditures, and is reviewed bi-annually by the board, the
president and vice president of administrative services.
Overview
The General Fund is maintained to account for those transactions that are for the overall college
operation (Instruction, Student Services, Business Services, et cetera). Within the General Fund,
a number of sub-funds have been established: Base Budget, Restricted, District Match,
Community Education, Carry-Over, and One-Time Sub-Funds. The division of these sub-funds
reflects the need to differentiate discretionary revenue from restricted revenue and ongoing
funding from one-time funding.
A brief description of each sub-fund is provided later in the report. It is anticipated that the
college will transfer approximately $1.1 million from the Operating Reserves to reduce the
Final Budget deficit. This transfer is shown in the ‘Transfers From One Time Fund’
presented below.
The Final Budgets for the Unrestricted Base Budget, including District Match, and the
Restricted Fund are summarized as follows:
1
2013-14 FINAL BUDGET
GENERAL FUND - OVERVIEW
General Fund
Base
Restricted
District
Carry
One
Community
Total
Overview
Budget (Note 1)
Budget
Match
Over
Time
Education
General Fund
Revenue
57,384,144
11,233,291
0
0
397,000
916,738
69,931,173
Expenditures
56,228,312
11,597,967
553,283
4,458,724
1,031,464
1,111,112
74,980,862
(4,458,724)
(634,464)
(194,374)
(5,049,689)
(200,000)
(2,318)
(3,000,104)
0
Revenue less
Expenditures
1,155,832
(364,676)
(553,283)
Transfers In/(Out)
(2,296,532)
(1,054,537)
553,283
Transfers From One Time Fund
1,140,700
0
Adjustment
0
(1,140,700)
0
0
Net Change in Fund Balance
Prior to One Time Transfer
From Reserves
(196,692)
0
(1,419,213)
0
(4,458,724)
(1,975,164)
3,000,000
2,068,901
0
4,458,724
3,703,129
1,016,046
14,246,800
3,000,000
649,688
0
0
1,727,965
819,354
6,197,007
(8,049,793)
Beginning Balance
July 1,2013
Projected Net Ending
Fund Balance
June 30, 2014
Note 1: The Base Budget requires a transfer in of $1,133,801 from the ‘One Time Reserve’ in order to balance the FY 2013-14 budget on a
short term basis.
2
2013-14 FINAL BUDGET
GENERAL FUND - OVERVIEW
A.
BASE BUDGET
Base Budget is an unrestricted sub-fund, accounting for the ongoing operational
expenditures of the college and is based on the Budget Planning Parameters
presented to the Board on August 5, 2013.
1.
BASE BUDGET REVENUE
The Base Budget Revenue for community colleges is based on a formula
that allocates a “basic allocation” based on the number of colleges and
centers in a district. In addition to the basic allocation, each district
receives equalized rates for its full-time equivalent students (FTES) from
the state general apportionment, student enrollment fees, and property
taxes.
a.
General Apportionment
2012-13 Actual
General Apportionment: In November 2012 the Governor was
successful in passing Proposition 30. This enabled the District to
avoid additional reductions to its revenue.
Enrollment Fees: Student enrollment fees were budgeted at $46
per unit (increased from $36 per unit from FY 2011-12). Note:
The college does not set enrollment fees. The state offsets the
college’s state funding by 98% of the enrollment fee revenues.
When there is an enrollment fee shortfall, the state does not
backfill the shortfall for the college.
Growth: The college expects to capture restoration funding of
$750,000 for 2012-13.
COLA: There was no funding included for FY 2012-13.
2013-14 Final Budget
Enrollment Fees: There are no proposed changes to student
enrollment fees.
Growth: Restoration/growth is funded at 1.63%. However, since
enrollment is in decline, no restoration revenue has been included
for the FY 2013-14 Final Budget.
COLA: The Final Budget includes funding for COLA at 1.57%.
Other issues: Declining enrollment will continue to be a concern,
as the college’s ability to sustain growth will be critical in future
years.
3
2013-14 FINAL BUDGET
GENERAL FUND - OVERVIEW
ANNUAL APPORTIONMENT ATTENDANCE
FULL-TIME EQUIVALENT STUDENTS (FTES)
Year
1992-1993
1993-1994
FTES
8,685
8,370
Increase
(Decrease)
(3.6%)
1994-1995
8,459
1%
1995-1996
1996-1997
1997-1998
8,228
8,526
9,247
(2.7%)
3.5%
8.5%
1998-1999
9,549
3.3%
1999-2000
9,696
1.5%
2000-2001
2001-2002
2002-2003
2003-2004
2004-2005
2005-2006
2006-2007
2006-2007
2007-2008
2007-2008
2008-2009
2008-2009
2009-2010
2009-2010
2010-2011
2010-2011
2011-2012
2011-2012
2012-2013
2012-2013
10,175
10,956
11,391
11,410
11,159
11,159
10,981 (funded)
11,462 (reported)
11,467 (funded)
11,610 (reported)
13,472 (reported)
11,847 (funded)
12,799 (reported)
11,357 (funded)
11,915 (reported)
11,651 (funded)
12,483 (reported)
10,683 (funded)
10,833 (reported)
10,833 (funded)
5%
7.7%
4%
.17%
(2.2%)
-0(1.44%)
.786%
(5%)
(4%)
(7%)
2.5%
5%
(8%)
(13.22%)
1.40%
*Differential fee of $50 for holders of BA/BS degrees
4
Student Fees
$13 per Unit
*$13 per Unit
$13 per Unit
No Differential
$13 per Unit
$13 per Unit
$13 per Unit
$13 per Unit-Fall
$12 per Unit-Spring
$12 per Unit-Fall
$11 per Unit-Spring
$11 per Unit
$11 per Unit
$11 per Unit
$18 per Unit
$26 per Unit
$26 per Unit
$20 per Unit
$20 per Unit
$20 per Unit
$20 per Unit
$20 per Unit
$20 per Unit
$26 per Unit
$26 per Unit
$26 per Unit
$26 per Unit
$36 per Unit
$36 per Unit
$46 per Unit
$46 per Unit
2013-14 FINAL BUDGET
GENERAL FUND - OVERVIEW
This chart compares the 2012-13 general apportionment with the budget for 2013-14.
GENERAL APPORTIONMENT
2012-13
Final
Budget
10,683
49,195,000
Funded Credit/Non-credit FTES Assumptions
BASE REVENUES
2012-13
Projected
Apportionment
2013-14
Final Budget
11,108
50,684,643
11,108
50,684,643
State Budget Reduction of Workload (base FTES)
-800,000
General Apportionment Reduction @ mid-range - $5.15
Student Fee Offset
Federal Fund Shortfall
Budget- Downside Risk
Growth funds eliminated
Foundation Grant
4,000,000
4,000,000
4,000,000
Watsonville Center Revenue
Negative COLA -.39%
1,000,000
1,000,000
1,000,000
-991,683
-900,000
-1,200,000
52,403,317
54,784,643
54,484,643
COLA- Mid-Year Reduction
Deficit Factor for 2012-13 - P-2
General Apportionment-shortfall
Property Tax Shortfall
GENERAL APPORTIONMENT
5
2013-14 FINAL BUDGET
GENERAL FUND - OVERVIEW
b.
Lottery
2012-13 Actual
The Lottery revenue for 2012-13 is based on total FTES of 10,832 at a rate
of $122 per FTES. The restricted rate is estimated at $28 per FTES.
2013-14 Final Budget
The Lottery estimate for 2013-14 is based on total FTES of 10,832 at a
rate of $126 per FTES. The restricted rate is set at $31 per FTES.
c.
Non-Resident Tuition
2012-13 Actual
Non-resident tuition for 2012-13 was set at the District’s computed cost
rate of $200, plus $4 per unit for capital outlay fee. The college
enrollment from out-of-state and foreign students increased from prior
year.
2013-14 Final Budget
Non-resident tuition for 2013-14 will be set at the District’s computed cost
rate of $201, plus $3 per unit for the capital outlay fee. The college
enrollment from out-of-state and foreign students is expected to remain
relatively constant with FY 2012-13.
6
2013-14 FINAL BUDGET
GENERAL FUND - OVERVIEW
2.
BASE BUDGET EXPENDITURES
The following assumptions were used in generating the base budget
expenditures:

The Final Budget assumes the District will capture $300,000 in
salary/benefit savings from vacant positions.

Negotiated salary increases for 2013-14 are included in the Final
Budget as follows:
o On-going salary schedule increases: 1.1% for Contract
Regular Faculty, 1.26% for Confidential employees, 1.28% for
Classified employees and 1.26% for Administrative and
Management employees.
o One-time, off-schedule increases: 1.63% for Contract Regular
Faculty, 2.43% for Confidential employees, 2.43% for
Classified employees and 2.43% for Administrative and
Management employees.

Benefit stipend increases were approximately 8.0% (50% - 50% cost
share).

An increase in retiree benefits of approximately $85,000 is budgeted.

The PERS rate has increased from 11.417% to 11.442%. The District
pays the employee contribution for classified and confidential
employees, for a total of 18.442%.

Column and step increases are funded for all units.

The District plans to continue to suspend winter session in 2014.

The State is providing $134,774 for the purpose of scheduled
maintenance. Additionally, the operating budget will continue to
include $350,000 for scheduled maintenance and instructional
equipment funding. Of this amount, $134,774 is to be used strictly as
the state match requirement.

The District is developing a plan to begin funding retiree benefit costs
for new employees in the base budget.

Total transfers from the Bridge Fund Reserve of $1.1 million will be
used to balance the 2013-14 Final Budget.

The expenses associated with participating in the TRAN program are
estimated at $90,000.
7
2013-14 FINAL BUDGET
GENERAL FUND - OVERVIEW
a. Benefits
Mandatory benefits have been funded based on the following rates:
FY 11/12
FY 12/13
FY 13/14
10.923%
11.417%
11.442%
7%
7%
7%
$9.33/mo/per
employee
$9.33/mo/per
employee
$9.33/mo/per
employee
STRS
8.25%
8.25%
8.25%
SOCIAL SECURITY
6.20%
6.20%
6.20%
MEDICARE
1.45%
1.45%
1.45%
$1.854
$1.854
$1.854
1.61%
1.10%
0.05%
15.00%
15.00%
15.00%
$9,019, $17,516,
$24,136
$9,453, $18,087,
$25,407
$9,621, $18,454,
$25,773
DISTRICT BENEFITS
PERS (Employer Portion)
PERS Employee (Paid by
Employer for Confidential
employees and for Classified
bargaining-unit employees)
PERS AB2177
WORKERS COMP
Rate per $100 payroll
UNEMPLOYMENT
Rate per $100 payroll
Local experience charge
CAFETERIA PACKAGE/FTE
All Employee Groups (Except
Managers)
Manager’s Shared 50% Cost
Increase
$9,236,$17,802,
$24,772
8
2013-14 FINAL BUDGET
GENERAL FUND - OVERVIEW
UNRESTRICTED GENERAL FUND
BASE BUDGET
REVENUES
FEDERAL
8150 Admin. Allowance
8160 Veterans
Total Federal
STATE
8612
8630
8612
8670
8612
8612
8681
*General Apportionment
EPA Prop. 30
P/T Faculty Comp
*State Taxes
*BOGG
2% Admin. Allow.
Lottery
Total State
LOCAL
8811
8840
8850
8860
8874
8874
8879
8880
8890
Adopted Bdgt
2012-13
Working Bdgt
2012-13
Actual
2012-13
$
$
$
43,769
1,100
43,769
1,100
44,869
44,869
26,948,312
0
244,522
155,000
3,750,000
38,000
1,360,300
14,128,179
8,972,583
244,522
155,820
6,153,263
38,000
1,344,367
32,496,134
31,036,734
Final Bdgt
2013-14
%
51,348
4,272
55,620 0.1%
14,149,755
8,972,583
244,522
155,821
6,153,264
134,603
1,344,367
31,154,915 55%
$
43,769
1,100
44,869
14,500,000
9,000,000
244,522
155,000
6,000,000
38,000
1,364,832
31,302,354
*Taxes
Catalogs
Facility Rental/Use
Interest
*Enrollment Fee
2% Adm. Allow.
Transcripts
Non-Resident Tuition
Miscellaneous
Total Local
17,850,005
200
93,000
60,000
3,700,000
81,278
30,000
891,730
5,000
19,415,794
200
93,000
60,000
4,912,082
81,278
30,000
921,730
5,000
22,711,213
25,519,084
25,702,156 45%
26,036,921
TOTAL REVENUES
55,252,216
56,600,687
56,912,691 100%
57,384,144
49,195,000
4,000,000
1,000,000
49,784,643
4,000,000
1,000,000
* GENERAL APPORTIONMENT
Base, Prior Year
Foundation Grant
Center Revenue
Growth/Reallocation of Growth
COLA
Adjustments:
Reverse Workload Reduction
General Apport. Shortfall
Student Fee Offset
Property Tax Shortfall
Reduce Base FTES
* TOTAL GENERAL APPORTIONMENT
19,552,716
0
95,557
39,737
4,912,083
100,247
6,011
984,446
11,359
49,784,643
4,000,000
1,000,000
19,929,643
0
91,000
45,000
4,900,000
81,278
30,000
950,000
10,000
49,834,643
4,000,000
1,000,000
850,000
(991,683)
(800,000)
(1,200,000)
0
0
0
0
52,403,317
54,784,643
54,784,643
54,484,643
9
2013-14 FINAL BUDGET
GENERAL FUND - OVERVIEW
UNRESTRICTED GENERAL FUND
BASE BUDGET
EXPENDITURES
Adopted Bdgt
2012-13
Working Bdgt
2012-13
Actual
2012-13
$
$
$
12,900,807
3,794,043
8,054,791
146,695
11,644,538
4,408,965
7,831,708
753,819
11,628,588
4,386,360
7,822,328
753,858
Total Certificated Salaries
24,896,336
24,639,030
24,591,134
CLASSIFIED SALARIES
2100 Regular Contract
2200 Instr'l Aide Contract
2300 Part-Time Classified
2400 Part-Time Class Instr'l Aide
9,638,453
1,382,779
411,062
303,147
9,127,320
1,298,980
732,480
312,357
9,004,528
1,234,895
586,230
274,639
11,735,441
11,471,137
11,100,292
6,303,311
6,674,952
6,097,481
6,858,850
6,056,358
6,382,557
Total Employee Benefits
12,978,263
12,956,331
12,438,915
SUPPLIES & MATERIALS
4200 Other Books
4300 Instructional Supplies
4500 Non-Instructional Supplies
8,000
430,865
492,757
8,000
486,767
545,379
8,000
294,148
382,796
931,622
1,040,146
684,944
376,858
111,601
89,566
522,000
1,909,573
21,300
728,350
246,000
160,000
71,000
238,226
110,000
63,039
23,800
117,291
71,456
52,878
58,228
4,500
400,000
811,337
133,143
95,863
521,408
1,897,952
19,847
763,301
366,437
280,000
71,000
148,226
110,059
86,218
23,500
94,994
32,733
230,782
70,370
6,526
400,000
700,292
71,349
90,911
511,587
1,669,290
18,276
723,934
337,494
261,247
65,000
146,200
106,894
32,314
18,333
42,604
4,450
0
55,516
2,018
203,553
5,375,666
6,163,696
5,061,263
21,950
391,066
25,785
49,456
25,784
19,456
413,016
75,241
CERTIFICATED SALARIES
1100 Teaching
1200 Non-Teaching
1300 Part-Time Teaching
1400 Part-Time Non-Teaching
Total Classified Salaries
EMPLOYEE BENEFITS
3000 Mandatory Benefit
3400 Medical Fringe Benefit
Total Supplies & Materials
OTHER OPERATING EXPENDITURES
5100 Professional Services
5200 Travel & Mileage
5300 Dues & Memberships
5400 Insurance
5500 Utilities
5600 Rental Equip. & Facilities
Maint. Serv. Agreements
Repairs
5700 Legal Fees
Audit
Misc. Fees (Mchnt Bank/TRAN)
5800 Postage
Advertising
Fingerprint & Testing Reqs
Printing
Program Support
Component
Permit, License, and Tax Fees
Other Fees
Uncollectable Stdnt. Recv.
Total Operating
CAPITAL OUTLAY
6300 Books
6400 Equipment
Total Capital Outlay
10
Final Bdgt
2013-14
%
$
12,754,727
3,667,681
8,944,419
242,497
46%
25,609,324
9,472,546
1,282,740
406,118
303,147
21%
11,464,551
5,694,003
6,694,701
23%
12,388,704
8,000
555,005
512,142
1%
1,075,147
376,858
111,451
89,566
522,000
2,045,033
16,300
812,275
237,100
160,000
71,000
238,726
110,000
63,039
23,800
117,291
30,020
52,878
59,228
4,936
307,000
9%
45,240 0.1%
5,448,501
21,950
220,135
242,085
2013-14 FINAL BUDGET
GENERAL FUND - OVERVIEW
UNRESTRICTED GENERAL FUND
BASE BUDGET
EXPENDITURES
Adopted Bdgt
2012-13
Working Bdgt
2012-13
Actual
2012-13
$
$
$
Final Bdgt
2013-14
%
$
TOTAL EXPENDITURES
TOTAL REVENUES
56,330,344
55,252,216
56,345,581
56,600,687
53,921,788
56,912,691
56,228,312
57,384,144
REVENUES OVER (UNDER) EXPENDITURES
(1,078,128)
255,106
2,990,903
1,155,832
(550,321)
275,915
(550,321)
275,915
(538,794)
289,767
(553,283)
302,684
216,596
10,000
102,011
86,508
(341,495)
(1,314,000)
(200,000)
(350,000)
(1,790,380)
216,596
10,000
102,011
86,508
(341,495)
(1,314,000)
(200,000)
(350,000)
(1,790,380)
216,596
15,000
101,483
85,664
(341,495)
(131,400)
(200,000)
(350,000)
(604,152)
33,431
15,000
106,651
95,211
(339,000)
(1,542,000)
(200,000)
(215,226)
(2,045,933)
(2,064,786)
(2,064,786)
(853,179)
(2,296,532)
(3,142,914)
(1,809,680)
2,137,724
(1,140,700)
3,142,914
1,809,680
0
0
2,137,724
0
BALANCE - BEGINNING YEAR
3,000,000
3,000,000
3,000,000
3,000,000
YEAR END FUND BALANCE
3,000,000
3,000,000
3,000,000
3,000,000
2,875,000
100,000
25,000
2,875,000
100,000
25,000
2,875,000
100,000
25,000
2,875,000
100,000
25,000
0
3,000,000
===========
0
3,000,000
=========
0
3,000,000
=========
0
3,000,000
===========
OTHER FINANCING SOURCES (OUTGO)
To District Match-FD 13
Indirects-fr FD 12, 33, 71, 72, 79
TRANSFERS
From Bookstore Fund 51
From Assoc. Students Fund 71
From Student Center Fund 73
From Trust & Agency Fund 79
To Debt Service Fund 22
To Retiree Benefits Fund 23
To Bldg/Transportation Fund 41
To Bldg/Sched Maintenance FD 46
Total Transfers
TOTAL OTHER FINANCING
SOURCES (OUTGO)
EXCESS REVENUES/TRANSFERS
OVER (UNDER) EXPENDITURES
FROM ONE-TIME (17)
NET CHANGE TO FUND BALANCE
RESERVES
General Reserve
Revolving Cash Fund
Clearing/Operational
Unallocated
Budget Adjustments
Mid-Year Reductions
TOTAL RESERVES
11
1,140,700
2013-14 FINAL BUDGET
COMMUNITY EDUCATION – GENERAL FUND
B.
COMMUNITY EDUCATION
This sub-fund accounts for the Community Education and the Contract Education
programs.
The Community Education program is primarily based upon revenue generated
from class fees.
12
2013-14 FINAL BUDGET
CABRILLO EXTENSION/COMMUNITY EDUCATION - GENERAL FUND
Cabrillo Community College District
Final Budget 2013-14
Cabrillo Extension/Community Education Fund (15)
Budget
2012-13
Revenues
8800: Local
Total Revenues
Expenditures
1000: Academic Salaries
2000: Non-Instructional Salaries
3000: Employee Benefits
4000: Supplies and Materials
5000: Other Operating Expenses
6000: Capital Outlay
7600: Grants/Donations/Scholarships
Total Expenditures
Excess of Revenues Over Expenditures
Actual
2012-13
Budget
2013-14
906,230
906,230
1,214,080
1,214,080
916,738
916,738
57,935
491,145
232,491
17,411
458,861
3,000
1,260,843
20,816
387,716
146,353
71,479
554,902
1,181,266
0
553,773
248,808
30,128
274,403
4,000
(354,613)
32,814
1,111,112
(194,374)
Other Financing Sources (Outgo)
Interfund Transfers
8900: Transfers In
7300: Transfers Out
Total Other Financing Sources (Outgo)
Net Change to Fund Balance
Beginning Fund Balance
Fund Adjustment
Ending Fund Balance
13
4,701
8,214
2,318
(4,701)
(8,214)
(2,318)
(359,314)
24,600
(196,692)
991,446
991,446
1,016,046
632,132
1,016,046
819,354
2013-14 FINAL BUDGET
GENERAL RESTRICTED FUND
C.
GENERAL RESTRICTED FUND
The Restricted General Fund programs are established for the purpose of
providing specialized services. These services are funded by revenues collected
from program participants or from revenues provided by a federal, state or local
agency. As the name implies, restricted funds may only be used to pay for the
costs of providing specific services.
Federal, state and local agencies frequently require that a district receiving special
funding provide general fund dollars to the restricted program. This “match”
varies by funding agency and may be in the form of a cash contribution to pay for
specific expenditures, or it may be an “in-kind” contribution that is made through
allocation of existing District resources such as use of a facility, use of equipment,
utilities or personnel. Required match is often expensed in the unrestricted
general fund. The college continues to evaluate match requirements and
commitments to determine the appropriate level of match for each program.
The state has given districts the authority to transfer funds between twelve
restricted programs, without affecting future allocations. The college will
continue to discuss potential transfers. The flexibility provisions are in effect for
fiscal years 2009-10 through 2013-14.
Page 15 shows a summary of the 2013-14 Final Restricted General Fund revenues
and expenditures. Pages 16-18 show the listing of programs included in the
Restricted General Fund budget.
14
2013-14 FINAL BUDGET
RESTRICTED - GENERAL FUND
Cabrillo Community College District
Final Budget 2013-14
Restricted Fund (12)
Budget
2012-13
Actual
2012-13
Budget
2013-14
Revenues
8100: Federal
8600: State
8800: Local
Total Revenues
4,834,298
4,336,253
1,774,399
10,944,950
2,952,207
4,649,895
1,637,826
9,239,928
3,951,641
5,437,218
1,844,432
11,233,291
Expenditures
1000: Academic Salaries
2000: Non-Instructional Salaries
3000: Employee Benefits
4000: Supplies and Materials
5000: Other Operating Expenses
6000: Capital Outlay
Total Expenditures
1,911,393
1,773,014
1,439,923
741,364
2,955,218
2,058,875
10,879,787
2,040,919
1,881,686
1,334,240
607,429
1,943,645
882,767
8,690,686
2,382,754
1,978,522
1,720,588
904,617
3,130,216
1,481,270
11,597,967
65,163
549,242
(364,676)
Excess of Revenues Over Expenditures
Other Financing Sources (Outgo)
7600: Grants/Donations/Scholarships
7320: Indirects
Interfund Transfers
8900: Transfers In
7300: Transfers Out
(151,730)
(212,184)
(141,689)
(216,410)
(76,728)
(235,551)
(622,779)
1,636,755
(606,333)
(742,258)
Total Other Financing Sources (Outgo)
(986,693)
672,323
(1,054,537)
Net Change to Fund Balance
(921,530)
1,221,565
(1,419,213)
Beginning Fund Balance
Fund Adjustment
Ending Fund Balance
847,337
(74,193)
15
847,337
2,068,902
2,068,902
649,689
2013-14 FINAL BUDGET
RESTRICTED - GENERAL FUND
Cabrillo Community College District
Final Budget 2013-14
Restricted - General Fund Detailed Program Listing
Project
Description
023
029
030
050
051
052
053
058
100
103
106
107
110
111
112
125
126
128
134
138
136
140
141
150
153
165
170
174
178
190
194
202
204
205
230
242
CAP
Career Ladders
CC Fdtn - Fstr Youth Supprt
Title III-STEM Construction
Title III-STEM 11-12 Yr 1
Title III-STEM 12-13 Yr 2
Title III-STEM 13-14 Yr 3
CC Fdtn - NAS Division
Lottery 13-14 & Carryover
Student Representation
CC Fdtn - Neubauer
CC Fdtn - Stroke Center
Health Services
DSPS
Human Care Alliance
CARE
EOPS
PVUSD EOPS Smr Migrant
ACCESS 13-14
ACCESS 12-13
NSF - MESA/STEEP 12-13
WIA-Adult Wkr-FTTW
WIA-Dislocated Wkr-FTTW
Federal College Wk Stdy
Stdnt Fin Aid Assist - SFAA
Foster Kinship Care
Learning Works-MARC
MESA 13-14
NSF - E.I.L.S.
Stdnt Success/SSSP-Non-Cr
Stdnt Success/SSSP-Credit
Faculty/Staff Diversity
TANF (FTTW)
Calworks (FTTW)
AMATYC
Int'l Student Cap Surcharge
Federal
Revenue
8100
State
Revenue
8600
Local
Certificated Classified
Revenue 8800- Salaries
Salaries
8900
1000
2000
85,292
25,000
30,564
250,000
1,150,461
96,120
117,281
480,950
Other
Supplies & Operating
Materials Expenses
4000
& Services
5000
4,400
5,000
26,500
2,400
500
1,100
1,803
1,960
1,728
Employee
Benefits
3000
49,392
20,000
24,073
1,789
4,731
69,066
1,756
29,765
101,757
33
335,792
30,000
40,000
871,656
48,841
196,449
478,939
66,604
44,006
273,682
2,200
91,364
12,081
10,123
1,002
31,300
5,267
6,293
28,150
22,687
2,137
82,646
25,000
29,000
242,963
413,589
122,647
29,732
50,500
56,101
4,639
2,387
7,658
23,495
8,864
802,584
6,585
23,496
159,538
Student
Aid
7600
460,710
2,104
500
29,333
112,080
294,637
19,665
278
89,715
1,873
2,077
132
4,080
6,712
8,303
26,276
96,264
157,334
46,939
74,776
3,246
9,857
1,003
16,999
10,323
12,932
242,963
239,226
9,217
16,900
33,542
2,775
4,723
109,610
174,363
24,849
1,577
8,361
395
4,141
218,414
26,578
100,747
15,959
50,814
4,386
9,000
53,250
1,760
75,212
42,870
69,117
114,406
431,554
546,142
2,240
1,500
5,000
493,266
500
1,000
950
3,000
2,127
Indirect
7320
383,484
35,000
57,012
38,028
14,700
10,000
630
700
1,251
9,967
1,447
1,472
1,100
500
692
1,097
28,314
8,300
1,324
372
2,100
11,750
6,585
2,350
7,977
4,386
14,000
5,600
3,066
2,455
1,942
632
9,000
16
Transfer
Out
7310
1,000
1,000
1,400,461
11,908
120,509
37,240
2,000
104,450
599,500
Capital
Outlay
6000
Total
Expenses
85,292
25,000
30,564
1,783,945
96,120
117,281
480,950
1,789
977,696
37,240
2,000
104,450
960,071
930,910
66,604
44,006
273,682
28,150
22,687
2,137
82,646
25,000
29,000
242,963
413,589
122,647
29,732
50,500
7,658
8,864
802,584
6,585
46,991
159,538
4,386
9,000
2013-14 FINAL BUDGET
RESTRICTED - GENERAL FUND
Cabrillo Community College District
Final Budget 2013-14
Restricted - General Fund Detailed Program Listing
Project
Description
292
327
331
337
339
352
353
354
355
357
363
364
365
367
386
390
391
393
396
398
507
518
519
550
617
620
624
653
659
670
701
708
714
816
819
821
Calworks (FTTW)
QSEN-Nursing Fac Dev
RN Enrollment Growth
AHEC-Health Projects Ctr
MALC
Title V-Hisp Serv Inst 10-11
Title V-Hisp Serv Inst 11-12
Title V-Hisp Serv Inst 12-13
Title V-Hisp Serv Inst 13-14
CC Fdtn - Nursing
Basic Skills 12-13
Basic Skills 13-14
SA/HIV (Formerly OFR)
STAP
SBDC-YEP 11-12
YEP
SBDC-SBA July-Dec
SBDC-SBA Jan-June
SBDC - BEC 13-14
Safeway
Student Body Center Fee
State Instrl. Materials 13-14
Scheduled Maint. 13-14
CC Fdtn - STEM Equip
CC Fdtn - Crocker 12-13
CC Fdtn - Rad Tech
CC Fdtn - VAPA
CC Fdtn-Faculty Grant 12-13
CC Fdtn - E.A.S.E. 12-13
CC Fdtn - Horticulture
CC Fdtn - Rockefeller Philan
NSF - ISc (Sci & Math)
Gates
VTEA 1C
CTE Transitions
CTE Teacher Prep 12-13
Federal
Revenue
8100
State
Revenue
8600
Local
Certificated Classified
Revenue 8800- Salaries
Salaries
8900
1000
2000
83,510
Employee
Benefits
3000
5,170
45,339
27,325
15,087
5,087
19,532
46,480
28,497
1,771
2,750
30,000
167,935
21,709
8,000
43,530
4,106
98,596
7,373
42,562
5,475
29,490
247,563
339,928
31,842
75,204
90,000
239,922
167,466
19,157
125,000
29,800
26,300
67,322
65,611
189,886
35,872
154,255
2,610
22,000
73,947
7,378
30,621
9,717
9,217
17,265
16,521
33,056
33,056
28,633
11,256
9,073
16,764
16,268
7,460
16,050
26,650
7,620
5,481
134,776
134,774
Student
Aid
7600
Transfer
Out
7310
Indirect
7320
3,603
272
9,232
1,163
28,791
20,096
758
4,808
5,955
5,905
7,885
1,380
143,864
17,755
9,255
145,000
134,774
44,000
149,583
70,000
120,000
1,884
Capital
Outlay
6000
134,776
6,288
11,977
25,250
137
10,426
89,386
66,210
294,096
44,025
Other
Supplies & Operating
Materials Expenses
4000
& Services
5000
1,500
4,176
4,106
4,929
243
1,777
6,661
5,475
29,490
46,300
141,263
3,432
51,084
1,592
75,204
50,306
8,000
146,850
300
95,285
1,134
1,961
94,250
12,261
5,903
10,446
385
1,531
25,250
4,748
781
43,464
68,503
26,913
8,245
12,479
57,747
17,842
8,297
15,687
78,309
12,643
30,245
7,403
23,438
130,874
15,009
4,150
17
137
4,897
42,827
3,928
6,100
1,158
46,559
48,968
1,981
70,568
2,201
22,085
4,904
12,484
1,981
1,693
4,615
Total
Expenses
83,510
4,106
98,596
7,373
42,562
5,475
29,490
247,563
339,928
31,842
75,204
90,000
239,922
167,466
19,157
125,000
67,322
65,611
189,886
35,872
154,255
134,776
134,774
44,000
6,288
11,977
25,250
137
10,426
89,386
66,210
149,583
70,000
294,096
44,025
120,000
2013-14 FINAL BUDGET
RESTRICTED - GENERAL FUND
Cabrillo Community College District
Final Budget 2013-14
Restricted - General Fund Detailed Program Listing
Project
852
858
859
862
864
872
873
Description
WD 2.0
BAWFC San Fran Fndtn
BACCC VTEA 1B
CTE Collaborative
CTE S4C
COE SC4
S4C
Total
Federal
Revenue
8100
State
Revenue
8600
Local
Certificated Classified
Revenue 8800- Salaries
Salaries
8900
1000
2000
Employee
Benefits
3000
122,804
18,027
370,000
292,740
318,150
13,653
54,612
213,204
1,225
11,370
24,132
14,372
6,169
2,382,754
1,978,522
1,720,588
50,000
47,458
3,951,641
5,437,218
1,844,432
2,794
11,189
5,792
51,859
18
Other
Supplies & Operating
Materials Expenses
4000
& Services
5000
1,081
117,000
893
7,000
281,743
39,173
225,100
16,481
11,375
36,625
2,500
22,518
904,617
3,130,216
Capital
Outlay
6000
1,481,270
Student
Aid
7600
76,728
Transfer
Out
7310
742,258
Indirect
7320
Total
Expenses
4,723
687
14,231
11,305
12,474
2,000
1,899
122,804
18,027
370,000
292,740
318,150
50,000
47,458
235,551
12,652,504
2013-14 FINAL BUDGET
CARRY-OVER SUB-FUND – GENERAL FUND
D.
CARRY-OVER SUB-FUND
The carry-over sub-fund account consists of: self-sustaining funds, projects that
are not completed within the same fiscal year and available balance in line-item
budgets authorized for carry-over.
Self-sustaining funds depend on their ability to generate revenue to support their
actual operating expenditures.
Major projects that cross fiscal years are carried over in this sub-fund. Examples
are major repairs, remodeling, and painting projects that are not state-funded.
Examples of items authorized for carry-over are the year-end balances in supply
budgets and the balance in the account established to fund the deductible for
insurance claims.
19
2013-14 FINAL BUDGET
ALLOCATION OF FUND BALANCE - GENERAL UNRESTRICTED FUND
E. GENERAL UNRESTRICTED FUND
FY 2013-14
Beginning Fund Balance (as of 7/01/2013)
11,161,853
Allocation of Fund Balance:
General Reserve -5% (fund 11)
Carryover Fund Allocation for 2013-14 (fund 14)
One Time Sub-fund Allocation (fund 17)
Total Allocations To Date
3,000,000
4,458,724
2,975,164
10,433,888
Unallocated Fund Balance/Operating Reserves
727,965
Total Allocated and Unallocated Fund Balance
20
11,161,853
2013-14 FINAL BUDGET
CARRYOVER – GENERAL FUND
F.
CARRYOVER FUND ALLOCATION
General Department Carryover
3,645,605
Contract Commitments
352,203
Special Programs (net of estimated revenue)
460,916
$
Total Carryover
21
4,458,724
2013-14 FINAL BUDGET
ONE-TIME SUB-FUND
G.
ONE-TIME SUB-FUND ALLOCATION
Net Allocations:
Lease Revenue Watsonville- Adult Ed
40,000
Lease RevenueWatsonville- SOS
41,000
Lease Revenue Main Campus 350 Building-OASIS (net)
49,000
Lease Revenue -HW 1 Precision (Net)
67,000
State Mandated Reimbursement Revenue
Transfer to Retiree Benefit Fund
200,000
(200,000)
FTES Reserve
(1,000,000)
FY 2013-14 Deficit (Transfer to Fund 11)
(1,140,700)
One-time Off Schedule Salary Increases for FY 2013-14
(810,000)
General Department One-Time Allocation
(221,464)
Total Allocations
(2,975,164)
22
2013-14 FINAL BUDGET
RESERVES – GENERAL FUND
H.
RESERVES (ENDING BALANCE)
1.
RESERVES
The District’s General Fund balance increased approximately $1.8 million
in FY 2012-13 from $12.4 million to $14.2 million. The FY 2013-14 budget
continues to rely on the use of these reserves (approximately $1.1 million)
to balance the existing structural deficit. Doing so is expected to result in a
reduced ending fund balance as well as the further reduction to ending cash
balance for the year. The current projections estimate that a significant
amount of the available cash balance will be used by the end of FY 201314; emphasizing the need to secure funds by participating in a Mid-Year
TRANS as well as a Summer TRANS. The necessary reliance on borrowed
funds increases the District’s fiscal risk as it limits its ability to respond to
unplanned events.
2.
BASE BUDGET RESERVES
The General Reserves, Revolving Fund, Revolving Stores, and
Clearing/Operational Fund are accounted for in the base budget in the
amount of $3,000,000. These funds are not designated for allocation during
the fiscal year.
a.
General Reserves
An account to record the reserve budgeted to provide operating cash
in the succeeding fiscal year until taxes and state funds become
available. The California Community Colleges Chancellor’s Office
guideline is a minimum of 5% of the total General Fund Reserve.
The Final Budget includes a 5% general reserve; $2,875,000.
b.
Revolving Cash Fund
A $100,000 account to be used for emergency or small sundry
disbursements.
c.
Clearing/Operational Fund
A $25,000 account to be used for District deposits and subsequent
withdrawal into appropriate county treasury accounts.
d.
CalPers Reserve
A CalPers reserve was included in the budget until 2009-10. The
reserve was reallocated to the Bridge Fund Reserve for 2010-11.
23
2013-14 FINAL BUDGET
RESERVES – GENERAL FUND
e.
2013-14 Operating Reserves
The District retains an Operating Reserve to provide one-time
assistance and planning time for addressing ongoing reductions in
state revenues. The District will cover the $1.1 million deficit for
2013-14.
f.
FTES Reserve
The FTES Reserve balance is included on page 22. The FTES
reserve will be funded at $1,000,000 for 2013-14.
g.
One-Time Sub-Fund Allocations
The One-Time Sub-Fund includes approximately $3 million for onetime projects and reserves needed to balance the budget. New
allocations for 2013-14 are approximately $221,000.
24
2013-14 FINAL BUDGET
RESERVES - GENERAL FUND
2013-14 Final Budget
5% Reserve of the General Fund
RESERVES
Final Budget
Base
Budget
General Reserve
2,875,000
Revolving Cash Fund
100,000
Clearing/Operational
25,000
Total Reserves
$3,000,000
25
2013-14 FINAL BUDGET
FUND BALANCE VS CASH
2.
ENDING FUND BALANCE vs CASH BALANCE
Budget
6/30/2014
Ending Balance
6/30/2011
6/30/2012
6/30/2013
Unrestricted Funds
5% General Reserve - Fund 11
Carry Over - Fund 14
One-Time - Fund 17
FTES Reserve - Fund 17
Community Ed - Fund 15
Total Unrestricted Funds
$3,209,000
3,744,031
7,593,195
1,000,000
761,895
$16,308,121
$3,000,000
3,197,718
3,370,652
1,000,000
991,446
$11,559,816
$3,000,000
3,800,000
3,361,853
1,000,000
1,016,046
$12,177,899
$3,000,000
3,580,583
4,775,233
1,000,000
923,129
$13,278,945
1,136,690
847,337
2,068,901
1,350,976
Total General Fund Ending Balance
$17,444,811
$12,407,153
$14,246,800
$14,629,921
Cash Balance
14,130,344
Restricted Funds
Apportionment Allocation Deferrals
2010-11 @ $9,000,000
2011-12 @ $9,600,000
2012-13 @ $9,600,000
2013-14 @ $6,200,000 (est)
* Includes a Mid-Year TRAN of $8.8 million.
** Includes an anticipated Mid-Year TRAN of $6 million
26
6,933,116
13,408,072 *
13,500,000 **
-This Page Intentionally Left Blank-
27
2013-14 FINAL BUDGET
OTHER FINANCING SOURCES (OUTGO)
I.
OTHER FINANCING SOURCES (OUTGO)
Other financing sources include proceeds from long-term debt, sale of fixed
assets, and incoming transfers.
Other outgo includes debt retirement, student aid and transfers to other funds.
Inter-fund transfers are made to move appropriations and dollars from one fund to
another fund for the purpose of paying for expenditures using the structure
required by generally accepted accounting principles applied to governmental
entities. The transfer of funds allows money to be moved from one fund to a
second fund with the second fund then being responsible for paying all operating
costs of that program. This practice allows all program expenditures related to the
operation of the program, regardless of funding sources, to be accounted for in a
single fund. This treatment provides readers with a full understanding of the
scope of the program as a whole.
Intra-fund transfers are made within a fund of a district. An example of an intrafund transfer would be moving funds from the unrestricted general fund to the
restricted general fund.
A schedule of Inter- and Intra-fund Transfers is included on the following page.
28
2013-14 FINAL BUDGET
TRANSFERS
INTERFUND TRANSFERS
Transfer in
Unrestricted General Fund 11
From One-Time Sub Fund 17
From Bookstore Fund 51
From ASCC Fund 71
From Stu Ctr Fund 73
From Trust & Agency Fund 79
To Debt Service Fund 22
To Retiree Benefit Fund 23
To Building Fund 41 (Transportation)
To Building Fund 46 (Scheduled Maintenance)
Transfer Out
Purpose
339,000
1,542,000
200,000
215,226
Balance General Fund
GF Administrative Support
Library Textbook Reserves
GF Salaries and Benefits
GF Pino Alto Salaries (50%)
Debt payment
Present & future retiree benefits
Transportation and Protective Serv
Scheduled Maintenance
1,140,700
33,431
15,000
106,651
95,211
Restricted General Fund 12
To Debt Service Fund 22
To Debt Service Fund 22
To Building Fund 46 (Scheduled Maintenance)
To Student Rep Fund 72 (Fees)
To Student Ctr Trust Fund 73 (Fees)
383,484
44,000
134,774
35,000
145,000
One-Time Sub Fund 17
To Unrestricted General Fund 11
To Retiree Benefit Fund 23
1,140,700
200,000
Debt Service Fund 22
From Unrestricted General Fund 11
From Unrestricted General Fund 12
From Restricted General Fund 12
339,000
44,000
383,484
Retiree Benefit Fund 23
From Unrestricted General Fund 11
From One-Time Sub Fund 17
1,542,000
200,000
Building Funds 41-47
From Unrestricted General Fund 11 (41-Transportation)
From Unrestricted General Fund 11 (46-Scheduled Maintenance)
From Restricted General Fund 12 (46-Scheduled Maintenance)
Title III STEM Construction Loan
Title III STEM Foundation Loan
Scheduled Maintenance
Student fee transfer
Student fee transfer
Balance General Fund
Future retiree benefits
Debt payment
Title III STEM Foundation Loan
Title III STEM Construction Loan
Present & future retiree benefits
Future retiree benefits
200,000
215,226
134,774
Transportation and Protective Serv
Scheduled Maintenance
Scheduled Maintenance
Bookstore Fund 51
To Unrestricted General Fund 11
To Duplications Fund 59
33,431
27,058
GF Administrative Support
Auxiliary Services support
Food Services Fund 52
To Duplications Fund 59
25,000
Auxiliary Services support
Duplications Fund 59
From Bookstore Fund 51
From Food Services Fund 52
From Trust and Agency Fund 79
27,058
25,000
14,000
Associated Students CC Fund 71
To Unrestricted General Fund 11
Auxiliary Services support
Auxiliary Services support
Vending Income
15,000
Student Representation Fund 72
From Restricted General Fund 12 (Fees)
35,000
Student Center Trust Fund 73
From Restricted General Fund 12 (Fees)
To Unrestricted General Fund 11
Student fees collected
145,000
106,651
Trust & Agency Fund 79
To Duplications Fund 59
Pino Alto/Sesnon to Unrestricted General Fund 11
14,000
95,211
Total Inter- and Intra-fund Transfers
4,695,535
Indirects collected in the Unrestricted General Fund
From Restricted General Fund 12
From Child Development Fund 33
From Associated Students Fund 71
From Student Representation Fund 72
From Trust and Agency Fund 79
Total Indirects Reimbursed to Fund 11
235,551
16,573
19,250
2,450
28,860
302,684
29
Library Txtbk Reserves
4,695,535
Student fees collected
GF Salaries and Benefits
Vending Income
GF Pino Alto Salaries (50%)
2013-14 FINAL BUDGET
RETIREE BENEFIT FUND
II.
RETIREE BENEFIT FUND
Pursuant to the Governmental Fund Group descriptions contained in the California
Community Colleges Budget and Accounting Manual, the District has established a
Retiree Benefit Fund that is contained within the debt service fund group. The fund is
used for the sole purpose of funding retiree health benefits.
The District pays retiree benefits directly out of the Retiree Benefit Fund. Annually, the
OPEB liability is reviewed as part of budget development and intentional efforts have
been made to continue funding the liability in midst of significant budget reductions. An
actuarial study related to the District’s OPEB liability, is conducted bi-annually as
prescribed by the Governmental Accounting Standards Board (GASB 45). The estimated
liability is recognized and reported in the annual audit. During the year, a transfer is
processed from the general fund to cover the estimated annual cost of retiree benefits.
The District is required to account for the costs of retiree health benefits on an accrual
basis, i.e., over the working lifetime of eligible employees. In 2009-10 the District
implemented GASB 45 reporting requirements and the entity-wide financial statements
now recognize the annual required contribution (ARC). The ARC includes future other
post employment benefits (OPEB) costs of active eligible employees + amortized
unfunded liability of retirees.
Although GASB 45 does not require funding the ARC, districts are encouraged to
consider OPEB commitments and the districts’ ability to finance when they assess their
fiscal health in preparation for Accreditation, future Bond measures, etc. Therefore,
additional annual allocations for funding the future cost of retiree benefits from the base
budget and one-time funds are: $235,000 from base and $200,000 from one-time.
Funds held in the Retiree Benefit Fund will accumulate interest income that will be held
toward the cost of future benefits.
30
2013-14 FINAL BUDGET
RETIREE BENEFIT FUND
Cabrillo Community College District
Final Budget 2013-14
Retiree Benefit Fund (23)
Budget
2012-13
Revenues
8100: Federal
8600: State
8800: Local
Total Revenues
Actual
2012-13
Budget
2013-14
10,500
10,500
9,715
9,715
11,500
11,500
1,078,000
1,177,234
1,164,000
1,078,000
1,177,234
1,164,000
(1,067,500)
(1,167,519)
(1,152,500)
Interfund Transfers
8900: Transfers In
7300: Transfers Out
1,514,000
1,514,000
1,742,000
Total Other Financing Sources (Outgo)
1,514,000
1,514,000
1,742,000
446,500
346,481
589,500
Beginning Fund Balance
Fund Adjustment
Ending Fund Balance
2,401,065
2,401,065
2,747,547
2,847,565
2,747,547
3,337,047
Reserve - For Future Retiree Benefits
2,847,565
2,747,547
3,337,047
Expenditures
1000: Academic Salaries
2000: Non-Instructional Salaries
3000: Employee Benefits
4000: Supplies and Materials
5000: Other Operating Expenses
6000: Capital Outlay
Total Expenditures
Excess of Revenues Over Expenditures
Other Financing Sources (Outgo)
Net Change to Fund Balance
31
Retiree Benefit Fund (23)
Projections through 2016-17
2006-07 thru
2011-12 Actual
2012-13
Actual
2013-14
Projected
2014-15
Projected
2015-16
Projected
2016-17
Projected
Grand
Total
1,177,234
1,164,000
1,307,000
1,359,000
1,416,000
(4,807,351)
(1,177,234)
(1,164,000)
(1,307,000)
(1,359,000)
(1,416,000)
(11,230,585)
5,984,585
1,164,000
1,307,000
1,359,000
1,416,000
1,366,000
12,596,585
FUNDING for Annual Costs:
Beginning Balance
Less actual costs /
Projected Budget
a
Base Budget Allocation
for Subsequent Annual Costs
b
Ending Balance
$
1,177,234
$
1,164,000
$
1,307,000
$
1,359,000
$
1,416,000
$
1,366,000
$
1,366,000
FUNDING for Future Benefits:
Beginning Balance
1,223,831
1,583,547
2,030,047
2,292,947
2,556,947
Base Budget Allocation
for Reserves
352,415
150,000
235,000
150,000
150,000
150,000
1,187,415
One-Time Fund Allocation
for Reserves
775,000
200,000
200,000
100,000
100,000
100,000
1,475,000
96,416
9,715
11,500
12,900
14,000
14,900
159,431
Interest Income
Ending Balance
$
1,223,831
$
1,583,547
$
2,030,047
$
2,292,947
$
2,556,947
$
2,821,847
$
2,821,847
Annual Ending Fund Balance
$
2,401,065
$
2,747,547
$
3,337,047
$
3,651,947
$
3,972,947
$
4,187,847
$
4,187,847
a
b
Projected budget based on Actuarial Study.
Base budget allocation is for subsequent fiscal year annual costs. Transfer is made prior to new year to maximize interest earnings.
32
-This Page Intentionally Left Blank-
33
2013-14 FINAL BUDGET
DEBT SERVICE FUND
III.
DEBT SERVICE FUND
The District uses the Debt Service Fund to account for the payment of the Certificates of
Participation (COP) authorized by the Board of Trustees in 1997-98. COPs are a form of
debt used by governmental agencies that does not require voter approval. A transfer from
the General Fund is made to cover annual COP commitments.
In addition to the COPs, a STEM Lease Purchase Agreement for $1.5 million was
approved in June 2012 for the purpose of financing a construction project related to the
STEM grant. In fiscal year 2012-13, an additional loan of $106,895 was obtained
through the Cabrillo College Foundation for the purchase of equipment related to the
STEM project.
The Debt Service Fund also includes loan payments for Delta School capital
improvements made in 2007 and a corresponding reimbursement from Delta School for
annual loan payments.
34
2013-14 FINAL BUDGET
DEBT SERVICE FUND
Cabrillo Community College District
Final Budget 2013-14
Debt Service Fund (22)
Actual Budget
1999-002012-13
Revenues
8100: Federal
8600: State
8800: Local
Total Revenues
Expenditures
1000: Academic Salaries
2000: Non-Instructional Salaries
3000: Employee Benefits
4000: Supplies and Materials
5000: Other Operating Expenses
6000: Capital Outlay
7000: Debt Reduction
Total Expenditures
Excess of Revenues Over Expenditures
Actual
2012-13
Budget
2013-14
49,065
49,065
49,065
49,065
49,065
49,065
341,495
515,844
857,339
40,680
341,495
488,965
871,140
339,000
476,549
815,549
(808,274)
(822,075)
(766,484)
Other Financing Sources (Outgo)
Interfund Transfers
8900: Transfers In
7300: Transfers Out
808,274
Total Other Financing Sources (Outgo)
808,274
Net Change to Fund Balance
0
Beginning Fund Balance
Fund Adjustment
Ending Fund Balance
35
2,445,029
(1,636,755)
808,274
(13,801)
360,896
360,896
360,896
347,095
766,484
766,484
0
347,095
0
347,095
2013-14 FINAL BUDGET
CHILD DEVELOPMENT FUND
IV.
CHILD DEVELOPMENT FUND
The Child Development Fund is designated as a special revenue fund. This fund
accounts for legally restricted revenue sources such as the Child Care Premium Tax
Bailout, the California Department of Education, and the U.S. Department of Education.
The Children Center functions as a demonstration lab for the Early Childhood Education
instructional program while providing child care services to families of students, faculty,
staff and community members.
Since the 2009-10 fiscal year, Cabrillo has partnered with the Santa Cruz County
Community Counseling Center by leasing the Baskin Center for a Head Start program.
For the academic year 2013-14, the Claire Giannini Foundation has again awarded the
Children’s Center a grant in the amount of $50,000. These local revenues represent the
continual efforts being made to become a more fiscally sustainable Center.
36
2013-14 FINAL BUDGET
CHILD DEVELOPMENT FUND
Cabrillo Community College District
Final Budget 2013-14
Child Development Fund (33)
Budget
2012-13
Revenues
8100: Federal
8600: State
8800: Local
Total Revenues
Actual
2012-13
Budget
2013-14
260,478
346,631
168,800
775,909
242,994
340,030
184,037
767,061
68,000
491,658
148,500
708,158
284,011
130,398
134,850
17,450
189,108
291,450
131,194
153,929
14,989
159,034
229,999
91,211
135,289
19,700
169,700
755,817
750,596
645,899
20,092
16,465
62,259
Interfund Transfers
8900: Transfers In
7300: Transfers Out
(19,347)
24
(16,386)
(16,573)
Total Other Financing Sources (Outgo)
(19,347)
(16,362)
(16,573)
Expenditures
1000: Academic Salaries
2000: Non-Instructional Salaries
3000: Employee Benefits
4000: Supplies and Materials
5000: Other Operating Expenses
6000: Capital Outlay
Total Expenditures
Excess of Revenues Over Expenditures
Other Financing Sources (Outgo)
Net Change to Fund Balance
745
102
45,686
Beginning Fund Balance
Fund Adjustment
Ending Fund Balance
446
446
548
1,191
548
46,234
37
2013-14 FINAL BUDGET
BUILDING FUND
V.
BUILDING FUND
This fund accounts for federal, state and local funding for scheduled maintenance, capital
outlay projects, and student transportation fees.
A.
SCHEDULED MAINTENANCE & CAPITAL OUTLAY PROJECTS
The State is providing $134,774 for the purpose of scheduled maintenance. The District
will be funding $350,000 from its base fund for the purpose of scheduled maintenance.
Of this amount, $134,774 is to be used strictly as the state match requirement.
Major scheduled maintenance projects for the year include a well repair project and the
450 Building repair (sewer and restroom repair).
Major capital outlay projects include equipment purchases for the Health Wellness
building and the 300 Building, which have funding available through 2015.
B.
TRANSPORTATION, PARKING & SECURITY
Major parking lot projects include an Overlay to Lot N and new ticketing machines being
purchased for Lots K & R. Revenue is generated by parking fees and a transfer-in from
the General Fund. These funds are designated for parking lot security, maintenance, and
repairs.
C.
CERTIFICATES OF PARTICIPATION (COPS)
Certificates of Participation (COPS) were sold in 1997-98. The proceeds have been used
for deferred maintenance, upgrading of infrastructure, and purchase and installation of
the Datatel software system.
D.
REDEVELOPMENT AGENCY (RDA) FUNDS
The Final Budget for 2013-14 does not include RDA funds as these have been folded into
the District’s operating revenues from the state. As of now, the allocation and the timing
of receipt are unknown. Total unallocated RDA funds are estimated to be approximately
$1.4 million, of which $1 million has been set aside towards a permanent site in Scotts
Valley. The remaining $400,000 will continue to support the existing Scotts Valley Site
lease obligation which has extended for the next three and a half years as follows:
Year Seven (2013):
Year Eight (2014):
Year Nine (2015):
$127,500 plus custodial and utilities
$132,000 plus custodial and utilities
$ 66,000 plus custodial and utilities
38
2013-14 FINAL BUDGET
BUILDING FUND
Cabrillo Community College District
Final Budget 2013-14
Building Funds (41-46)
Revenues
8100: Federal
8600: State
8800: Local
8900: Misc
Total Revenues
Budget
2012-13
Actual
2012-13
Budget
2013-14
0
499,847
710,000
88,820
1,298,667
0
237,190
1,426,911
0
1,664,102
0
262,657
696,000
0
958,657
0
103,301
44,002
10,969
2,619,131
933,077
1,750,345
5,460,825
0
77,467
46,708
108,145
1,170,292
240,002
0
1,642,613
0
101,878
51,999
14,568
1,638,663
1,007,232
1,726,070
4,540,410
Expenditures
1000: Academic Salaries
2000: Non-Instructional Salaries
3000: Employee Benefits
4000: Supplies and Materials
5000: Other Operating Expenses
6000: Capital Outlay
7000: Reserves
Total Expenditures
Excess of Revenues Over Expenditures
(4,162,158)
Interfund Transfers
Transfers In
Transfers Out
Net Change to Fund Balance
(3,581,753)
550,000
550,000
550,000
0
0
0
(3,612,158)
Beginning Fund Balance
Fund Adjustment
Ending Fund Balance
5,860,351
Reserve - Parking Lot - Fund 41
Reserve - Future COPs Projects - 42
Reserve - For Contingency - 43
Reserve - Redevelopment - 44
Reserve - Sched. Maint. Projects - 46
39
21,488
571,488
(3,031,753)
2,248,193
5,860,351
0
6,431,839
6,431,839
0
3,400,086
194,561
0
122,872
1,561,371
369,389
892,985
191,741
272,187
3,083,142
1,991,784
750,058
0
2,713
2,277,926
369,389
2013-14 FINAL BUDGET
GENERAL OBLIGATION BOND FUND
VI.
GENERAL OBLIGATION BOND FUND
In June 1998 the voters approved an $85 million General Obligation Bond
(Measure C) on behalf of Cabrillo College.
Sales of Measure C bonds have taken place in increments as funds were needed:
1st Issue (Series A) 1998-99
- $12 million
2nd Issue (Series B) 1999-00
- $30 million
3rd Issue (Series C) 2000-01
- $20 million
Final Issue (Series D) 2001-02
- $23 million
In March 2004 the voters approved a $118.5 million General Obligation Bond
(Measure D) on behalf of Cabrillo College.
Sales of Measure D bonds occurred as follows:
- $60 million
1st Issue (Series A) May 2004
Final Issue (Series B) April 2007 - $58.5 million
The following key projects are included in the Bond Fund for 2013-14:
 Building 800 remodel (STEM)
 Building 600 classroom renovation
 Building 100 HVAC, MDF/IT, and office renovation
 Smart Classrooms
 Close out of substantially completed and occupied projects (DSA
closeout)
 VAPA remediation project (Repairs)
 Building improvements as approved throughout the year
The following key projects were completed in 2012-13:
 Watsonville Green Technology Center
 Building 800 Moves, Phases I & II
 Many of the VAPA Remediation Projects
In May 2012 the District refunded approximately $38 million of the outstanding Measure
D (Series A) bonds, thereby taking advantage of exceptional market conditions and
saving the taxpayers approximately $4.8 million over the life of the debt.
40
2013-14 FINAL BUDGET
GENERAL OBLIGATION BOND FUND
Cabrillo Community College District
Final Budget 2013-14
1998 & 2004 General Obligation Bonds
Bond Funds 47-49 (Combined)
Budget
2012-13
Revenues
8100: Federal
8600: State
8800: Local
Total Revenues
Expenditures
1000: Academic Salaries
2000: Non-Instructional Salaries
3000: Employee Benefits
4000: Supplies and Materials
5000: Other Operating Expenses
6000: Capital Outlay
Total Expenditures
Excess of Revenues Over Expenditures
Actual
2012-13
Budget
2013-14
0
0
25,300
25,300
0
0
34,515
34,515
0
0
24,000
24,000
0
0
0
0
259,548
6,028,308
6,287,856
0
0
0
386,166
244,483
4,367,935
4,998,584
0
0
0
363,196
335,178
2,880,230
3,578,604
(6,262,556)
(4,964,069)
(3,554,604)
Other Financing Sources (Outgo)
8940: Sale of Bonds
0
0
0
Interfund Transfers
8900: Transfers In
7300: Transfers Out
0
0
0
0
0
0
Total Other Financing Sources (Outgo)
0
0
0
Net Change to Fund Balance
(6,262,556)
(4,964,069)
(3,554,604)
Beginning Fund Balance
Fund Adjustment
Ending Fund Balance
11,485,902
0
5,223,346
11,485,902
0
6,521,833
6,521,833
0
2,967,229
41
2013-14 FINAL BUDGET
GENERAL OBLIGATION BOND FUND
Cabrillo Community College District
Final Budget 2013-14
1998 General Obligation Bonds
Bond Fund 48 - Measure C
Budget
2012-13
Revenues
8100: Federal
8600: State
8800: Local
Total Revenues
Expenditures
1000: Academic Salaries
2000: Non-Instructional Salaries
3000: Employee Benefits
4000: Supplies and Materials
5000: Other Operating Expenses
6000: Capital Outlay
Total Expenditures
Excess of Revenues Over Expenditures
Actual
2012-13
Budget
2013-14
0
0
4,000
4,000
0
0
4,355
4,355
0
0
4,000
4,000
0
0
0
0
34,522
1,751,524
1,786,046
0
0
0
0
64,636
1,350,487
1,415,122
0
0
0
0
41,793
330,940
372,733
(1,782,046)
(1,410,767)
(368,733)
Other Financing Sources (Outgo)
8940: Sale of Bonds
0
0
0
Interfund Transfers
8900: Transfers In
7300: Transfers Out
0
0
0
0
0
0
Total Other Financing Sources (Outgo)
0
0
0
Net Change to Fund Balance
Beginning Fund Balance
Fund Adjustment
Ending Fund Balance
42
(1,782,046)
(1,410,767)
(368,733)
1,789,363
1,789,363
378,596
7,317
378,596
9,863
2013-14 FINAL BUDGET
GENERAL OBLIGATION BOND FUND
Cabrillo Community College District
Final Budget 2013-14
2004 General Obligation
Bond Fund 49 - Measure D - Series A
Budget
2012-13
Revenues
8100: Federal
8600: State
8800: Local
Total Revenues
Expenditures
1000: Academic Salaries
2000: Non-Instructional Salaries
3000: Employee Benefits
4000: Supplies and Materials
5000: Other Operating Expenses
6000: Capital Outlay
Total Expenditures
Excess of Revenues Over Expenditures
Other Financing Sources (Outgo)
8940: Sale of Bonds
Actual
2012-13
Budget
2013-14
0
0
4,100
4,100
0
0
5,923
5,923
0
0
4,000
4,000
0
0
0
0
6,157
1,690,149
1,696,306
0
0
0
10,271
16,858
412,919
440,048
0
0
0
101,729
31,271
1,152,868
1,285,868
(1,692,206)
(434,125)
(1,281,868)
0
0
0
Interfund Transfers
8900: Transfers In
7300: Transfers Out
0
0
0
0
0
Total Other Financing Sources (Outgo)
0
0
0
Net Change to Fund Balance
(1,692,206)
Beginning Fund Balance
Fund Adjustment
Ending Fund Balance
43
(434,125)
(1,281,868)
1,918,743
1,918,743
1,484,618
226,537
1,484,618
202,750
2013-14 FINAL BUDGET
GENERAL OBLIGATION BOND FUND
Cabrillo Community College District
Final Budget 2013-14
2004 General Obligation
Bond Fund 47 - Measure D - Series B
Budget
2012-13
Revenues
8100: Federal
8600: State
8800: Local
Total Revenues
Expenditures
1000: Academic Salaries
2000: Non-Instructional Salaries
3000: Employee Benefits
4000: Supplies and Materials
5000: Other Operating Expenses
6000: Capital Outlay
Total Expenditures
Excess of Revenues Over Expenditures
Actual
2012-13
Budget
2013-14
0
0
17,200
17,200
0
0
24,237
24,237
0
0
16,000
16,000
0
0
0
0
218,869
2,586,635
2,805,504
0
0
0
375,895
162,990
2,604,529
3,143,414
0
0
0
261,467
262,114
1,396,422
1,920,003
(2,788,304)
(3,119,177)
(1,904,003)
Other Financing Sources (Outgo)
8940: Sale of Bonds
0
0
Interfund Transfers
8900: Transfers In
7300: Transfers Out
0
0
0
0
0
0
Total Other Financing Sources (Outgo)
0
0
0
Net Change to Fund Balance
Beginning Fund Balance
Fund Adjustment
Ending Fund Balance
44
0
(2,788,304)
(3,119,177)
(1,904,003)
7,777,796
0
4,989,492
7,777,796
0
4,658,619
4,658,619
0
2,754,616
-This Page Intentionally Left Blank-
45
2013-14 FINAL BUDGET
ENTERPRISE FUNDS – AUXILIARY SERVICES
VII. ENTERPRISE FUNDS – AUXILIARY SERVICES
The bookstore had experienced dramatic declines in sales in the last few years as had all
college bookstores nationwide. Textbook sales were expected to continue to decline in
the future. The largest operational expense consisted of salary and benefit costs for
personnel as well as operational infrastructure costs such as rent and utilities. A previous
food services contract also prohibited the bookstore from selling grab and go sandwiches
and other food that would help sustain the operation. The existing contracts and different
managers for bookstore, food, vending services and duplications services on campus
created competition amongst the various services. In light of this, the campus community
supported exploring other service delivery models and other ways of organizing services
on campus to make them sustainable. As a result, the college moved forward with the
creation of a new department on campus: Auxiliary Services. The Auxiliary Services
department combines Bookstore, Food Services and Duplications. The long term goal of
the department is to develop a holistic approach in delivering services to students. The
new combined service unit will be tracked through the use of three enterprise funds: (51)
Bookstore, (52) Food Services and (59) Duplications.
BOOKSTORE FUND
The Bookstore Fund is accounted for as an enterprise fund. Enterprise funds require the
accounting of total operating costs (direct and indirect, including depreciation) as well as
the financing or recovery of these costs, primarily through user charges (Budget and
Accounting Manual 2.25).
The bookstore lease/management of operations was awarded to an independent vendor,
Barnes & Noble College, effective April 1, 2013. For fiscal year 2013-14, the District
will receive $225,000 in guaranteed commissions, plus an additional either $67,500 or a
percentage of sales, whichever is greater; a $15,000 donation to the Student Senate; a
$2,500 donation to campus-related services; and a utilities reimbursement.
FOOD SERVICE FUND (Cafeteria and Vending Accounts)
On April 2, 2012 the Governing Board approved awarding a contract to Taher, Inc. of
Minnetonka, NM for the operation of the food services for a three-year agreement with
two one-year options to renew. Their contractual arrangement with the college is as
follows:
-
Pay a flat commission of $35,000 per year.
Pay an additional 50% of profits per year.
Provide $1,500 in co-sponsored catered events to student and college faculty/staff
events.
Provide a $200 annual scholarship.
Make a $75,000 investment in equipment to implement POS system and upgrade
gazebo and service offerings on the lower campus.
46
2013-14 FINAL BUDGET
ENTERPRISE FUNDS – AUXILIARY SERVICES
Vending Income
Beginning July 1, 2012, a portion of the District Vending/Pepsi Revenue is included as
part of the Final Budget. A one-time balance transfer of $39,551 from the Cabrillo
College Trust and Agency account was included in the 2012-13 Final Budget.
DUPLICATIONS FUND
The Duplications Fund is the third Enterprise Fund created to accommodate the structural
changes outlined above.
47
2013-14 FINAL BUDGET
AUXILIARY SERVICES ENTERPRISE FUNDS
Cabrillo Community College District
Final Budget 2013-14
Auxiliary Services (Bookstore, Food Services, Duplications)
Enterprise Funds (51, 52, 59)
Budget
2012-13
Total Income
Cost of Sales
Actual
2012-13
Budget
2013-14
2,736,700
1,731,179
1,005,521
2,541,466
1,738,050
803,416
568,032
0
568,032
Expenditures
1000: Academic Salaries
2000: Non-Instructional Salaries
3000: Employee Benefits
4000: Supplies and Materials
5000: Other Operating Expenses
6000: Capital Outlay
Total Expenditures
0
323,800
187,141
20,045
342,918
0
873,904
0
206,740
81,743
44,703
154,550
0
487,736
0
159,937
88,531
50,000
20,000
0
318,468
Excess of Revenues Over Expenditures
131,617
315,680
249,564
Other Financing Sources (Outgo)
Interfund Transfers
8900: Transfers In
7300: Transfers Out
39,551
(231,596)
25,000
(256,596)
66,058
(85,489)
Total Other Financing Sources (Outgo)
(192,045)
(231,596)
(19,431)
(60,428)
84,084
230,133
1,399,939
1,399,939
1,484,023
1,339,511
1,484,023
1,714,156
Gross Profit or (Loss)
Net Change to Fund Balance
Beginning Fund Balance
Fund Adjustment
Ending Fund Balance
Note:
Auxiliary Services established FY 2012-13 beginning 7/1/2012.
Prior year budgets and actuals are for Bookstore and Food Services only.
48
2013-14 FINAL BUDGET
BOOKSTORE FUND
Cabrillo Community College District
Final Budget 2013-14
Bookstore Enterprise Fund (51)
Budget
2012-13
Actual
2012-13
2,670,700
1,731,179
2,463,450
1,738,050
528,017
Gross Profit or (Loss)
939,521
725,400
528,017
Expenditures
1000: Academic Salaries
2000: Non-Instructional Salaries
3000: Employee Benefits
4000: Supplies and Materials
5000: Other Operating Expenses
6000: Capital Outlay
Total Expenditures
302,766
166,276
10,000
312,318
180,263
76,687
43,970
152,156
149,242
83,153
791,360
453,076
242,395
Excess of Revenues Over Expenditures
148,161
272,324
285,622
Other Financing Sources (Outgo)
Interfund Transfers
8900: Transfers In
7300: Transfers Out
(231,596)
(231,596)
(60,489)
Total Other Financing Sources (Outgo)
(231,596)
(231,596)
(60,489)
(83,435)
40,728
225,133
1,345,518
1,345,518
1,386,246
1,262,083
1,386,246
1,611,379
Total Income
Cost of Sales
Net Change to Fund Balance
Beginning Fund Balance
Fund Adjustment
Ending Fund Balance
49
Budget
2013-14
10,000
2013-14 FINAL BUDGET
FOOD SERVICES ENTERPRISE FUND
Cabrillo Community College District
Final Budget 2013-14
Food Services Enterprise Fund (52)
ActualBudget
1999-002012-13
Revenues
8100: Federal
8600: State
8800: Local
Total Revenues
Expenditures
1000: Academic Salaries
2000: Non-Instructional Salaries
3000: Employee Benefits
4000: Supplies and Materials
5000: Other Operating Expenses
6000: Capital Outlay
Total Expenditures
Excess of Revenues Over Expenditures
Actual
2012-13
Budget
2013-14
35,000
35,000
40,006
40,006
40,000
40,000
10,000
2,394
10,000
10,000
2,394
10,000
25,000
37,612
30,000
(25,000)
(25,000)
Other Financing Sources (Outgo)
Interfund Transfers
8900: Transfers In
7300: Transfers Out
39,551
Total Other Financing Sources (Outgo)
39,551
(25,000)
(25,000)
Net Change to Fund Balance
64,551
12,612
5,000
Beginning Fund Balance
Fund Adjustment
Ending Fund Balance
54,421
54,421
67,033
118,972
67,033
72,033
50
2013-14 FINAL BUDGET
OTHER ENTERPRISE FUND - DUPLICATIONS
Cabrillo Community College District
Final Budget 2013-14
Other Enterprise Fund-Duplications Fund (59)
Budget
2012-13
Revenues
8100: Federal
8600: State
8800: Local
Total Revenues
Expenditures
1000: Academic Salaries
2000: Non-Instructional Salaries
3000: Employee Benefits
4000: Supplies and Materials
5000: Other Operating Expenses
6000: Capital Outlay
Total Expenditures
Excess of Revenues Over Expenditures
Actual
2012-13
Budget
2013-14
31,000
31,000
38,010
38,010
15
15
21,034
20,865
10,045
20,600
26,477
5,056
733
0
10,695
5,378
50,000
72,544
32,267
66,073
(41,544)
5,743
(66,058)
25,000
66,058
25,000
66,058
30,743
0
0
30,743
30,743
30,743
Other Financing Sources (Outgo)
Interfund Transfers
8900: Transfers In
7300: Transfers Out
Total Other Financing Sources (Outgo)
0
Net Change to Fund Balance
(41,544)
Beginning Fund Balance
Fund Adjustment
Ending Fund Balance
0
(41,544)
51
Cabrillo College
Bookstore - Historical Trends
FY 2006-07 thru 2013-14
Actual
2006-2007
Actual
2007-2008
Actual
2008-2009
Actual
2009-2010
Actual
2010-2011
Actual
2011-2012
Actual
2012-2013
Final
Budget
2013-2014
1,902,679
1,122,560
47,870
40,923
105,165
57,310
155,172
2,162,001
1,070,839
220,183
52,866
63,296
119,239
56,171
178,408
2,065,743
1,208,018
210,080
47,060
111,999
134,414
90,060
256,699
1,810,221
1,073,717
187,232
35,066
124,949
147,638
95,199
382,847
1,606,271
836,031
2,806
24,217
163,100
135,826
99,301
346,430
1,614,273
584,501
5,294
15,610
122,219
133,299
94,613
279,629
1,386,844
439,333
1,574
8,853
82,389
113,652
152,637
278,167
528,017
3,431,679
3,923,003
4,124,073
3,856,869
3,213,982
2,849,438
2,463,450
528,017
2,412,870
2,810,284
2,869,933
2,638,616
2,101,721
1,882,380
1,738,050
1,018,809
1,112,719
1,254,140
1,218,253
1,112,261
967,058
725,400
528,017
409,800
155,375
7,809
187,575
51,614
484,871
191,246
15,748
198,620
57,852
22,024
14,095
519,840
215,789
11,604
280,307
68,634
22,024
494,390
214,579
13,125
334,216
78,460
22,024
452,139
207,014
8,031
306,291
72,801
22,024
275,664
137,556
6,817
315,745
72,801
22,024
180,263
76,687
43,970
152,156
72,801
22,024
149,242
83,153
6,544
7,168
2,630
5,987
5,987
1,163,338
1,078,098
836,594
553,888
Income
New Texts
Used Texts
Hardware
Computer Software
Sundries
General Supplies
Sales Non-Merchandise
Other Income
Total Income
Cost of Sales
Gross Profit or (Loss)
-
Expenditures
Non-Instructional Salaries
Employee Benefits
Supplies and Materials
Other Oper Expenses
Rent and Utilities
M&O Supplies
M&O Equipment
Bank Loomis
Capital Outlay
Total Expenses
812,173
984,456
1,118,198
10,000
242,395
Other Financing Sources
Transfer In
Transfer Out
Sr. Accounting Specialist
Grounds (M&O/Utilities)
Custodian (M&O)
Library Reserve Book Fund (ASCC)
(75,394)
(19,463)
(19,184)
(15,000)
(73,641)
(22,400)
(22,278)
(15,000)
(77,069)
(24,464)
(28,133)
(15,000)
(200,000)
(72,249)
(20,625)
(23,748)
(15,000)
(71,411)
(20,625)
(23,748)
(15,000)
(25,000)
(23,489)
(12,000)
(15,000)
(73,386)
(16,935)
(19,184)
(15,000)
Total Other Financing Sources
(88,386)
(124,505)
(129,041)
(133,319)
(144,666)
(331,622)
(130,784)
(60,489)
Net Change to Fund Balance
118,250
3,758
6,901
(78,404)
(110,503)
(201,158)
40,728
225,133
1,606,674
1,724,924
1,724,924
1,728,682
1,728,682
1,735,583
1,345,518
1,386,246
1,386,246
1,611,379
Beginning Fund Balance
Ending Fund Balance
(73,386)
1,735,583
1,657,179
52
1,657,179
1,546,676
1,546,676
1,345,518
-This Page Intentionally Left Blank-
53
2013-14 FINAL BUDGET
ASSOCIATED STUDENTS FUND
VIII. ASSOCIATED STUDENTS OF CABRILLO COLLEGE (ASCC)
OPERATING FUND
The ASCC Operating Fund is money held in trust by the District for organized student
body association activities. The District has fiduciary responsibility for these funds.
Revenues to the ASCC Operating fund are mostly generated by the sale of student
activity cards (SAC), vending machine commissions, and contributions from the
bookstore.
The revenue supports student services, clubs, cultural events, speakers, college-wide
support grants, scholarships, textbook support programs and many other services.
54
2013-14 FINAL BUDGET
ASSOCIATED STUDENTS FUND
Cabrillo Community College District
Final Budget 2013-14
Associated Students Fund (71)
ActualBudget
1999-00
2012-13
Revenues
8100: Federal
8600: State
8800: Local
Total Revenues
Actual
2012-13
Budget
2013-14
230,120
230,120
240,626
240,626
293,120
293,120
10,000
198,580
10,697
188,772
12,000
246,870
208,580
199,469
258,870
21,540
41,157
34,250
Interfund Transfers
8900: Transfers In
7300: Transfers Out
15,000
(27,100)
15,000
(32,890)
0
(34,250)
Total Other Financing Sources (Outgo)
(12,100)
(17,890)
(34,250)
9,440
23,267
0
200,582
200,582
223,849
210,022
223,849
223,849
Expenditures
1000: Academic Salaries
2000: Non-Instructional Salaries
3000: Employee Benefits
4000: Supplies and Materials
5000: Other Operating Expenses
6000: Capital Outlay
Total Expenditures
Excess of Revenues Over Expenditures
Other Financing Sources (Outgo)
Net Change to Fund Balance
Beginning Fund Balance
Fund Adjustment
Ending Fund Balance
55
2013-14 FINAL BUDGET
TRUST & AGENCY FUND
IX.
TRUST & AGENCY FUND
The Trust and Agency Fund was established to account for monies held in a trustee
capacity by the college for individuals, student organizations or clubs. Money is
expended in accordance with procedures established by the entity for which the money is
held in trust.
The Trust and Agency Fund contains accounts where the District is the agent for the
funds. These accounts are not funded from the General Fund. Examples include student
clubs and organizations, Cabrillo Stage, Distinguished Artists, Cabrillo Chorus, pottery
fund, athletic ancillary funds and numerous others. The fund balance is an accumulated
balance of the entities, and is not available to the General Fund.
The transfer out represents the support of the Pino Alto and Catering classified positions
on the college payroll. Continuing from prior year, there will be a 2% administrative fee
charged to all accounts. This fee is based on actual expenses.
56
2013-14 FINAL BUDGET
TRUST AND AGENCY FUND
Cabrillo Community College District
Final Budget 2013-14
Trust and Agency Fund (79)
ActualBudget
1999-00
2012-13
Actual
2012-13
Budget
2013-14
Revenues
8100: Federal
8600: State
8800: Local
Total Revenues
1,284,596
1,284,596
1,773,056
1,773,056
1,538,035
1,538,035
Expenditures
1000: Academic Salaries
2000: Non-Instructional Salaries
3000: Employee Benefits
4000: Supplies and Materials
5000: Other Operating Expenses
6000: Capital Outlay
Total Expenditures
225,955
944,924
1,000
1,171,879
199,966
1,364,187
1,564,153
219,767
1,159,840
1,379,607
112,717
208,903
158,428
Excess of Revenues Over Expenditures
Other Financing Sources (Outgo)
7600: Student Registration Fees
(850)
-
(1,500)
Interfund Transfers
8900: Transfers In
7300: Transfers Out
(151,243)
(136,777)
(138,071)
Total Other Financing Sources (Outgo)
(152,093)
(136,777)
(139,571)
Net Change to Fund Balance
(39,376)
72,126
18,857
Beginning Fund Balance
Fund Adjustment
Ending Fund Balance
727,456
727,456
799,582
688,080
799,582
818,439
57
2013-14 FINAL BUDGET
SCHOLARSHIP & LOAN TRUST FUND
X.
SCHOLARSHIP & LOAN TRUST FUND
The Scholarship and Loan Trust Fund accounts are for gifts, donations and bequests that
are used for scholarships, grants or loans to students. The majority of income for this
fund comes from the Cabrillo Foundation; the remainder is received from other sources.
The Grove Scholarships were received in the 2008-09 fiscal year. The un-awarded
balance of the Grove Scholarships was returned to the Cabrillo College Foundation on
June 30, 2012. The Osher Scholarship was established through the Foundation beginning
in 2009-10 fiscal year. The High Achievers Scholarship was established in the 2010-11
fiscal year for highly motivated students enrolled in Career Technical Education
programs at Cabrillo.
In the spring of 2012, the Student Emergency Grant was established in the amount of
$20,000. These funds will be disbursed over the next five years (2011-12 through 201516).
In the spring of 2012, two funds were established for Foster Youth: the Foster Youth
Emergency Grant and the Foster Youth Scholarship.
58
2013-14 FINAL BUDGET
SCHOLARSHIP AND LOAN TRUST FUND
Cabrillo Community College District
Final Budget 2013-14
Scholarship and Loan Trust Fund (75)
Budget
2012-13
Revenues
8100: Federal
8600: State
8800: Local
Total Revenues
Expenditures
1000: Academic Salaries
2000: Non-Instructional Salaries
3000: Employee Benefits
4000: Supplies and Materials
5000: Other Operating Expenses
6000: Capital Outlay
Total Expenditures
Excess of Revenues Over Expenditures
Other Financing Sources (Outgo)
7000: Grants/Donations/Scholarships
Actual
2012-13
Budget
2013-14
667,850
667,850
820,811
820,811
862,861
862,861
0
0
0
667,850
820,811
862,861
(667,850)
(810,438)
(862,861)
(667,850)
(810,438)
(862,861)
Interfund Transfers
8900: Transfers In
7300: Transfers Out
Total Other Financing Sources (Outgo)
Net Change to Fund Balance
Beginning Fund Balance
Fund Adjustment
Ending Fund Balance
59
0
10,373
0
6,149
6,149
16,522
6,149
16,522
16,522
2013-14 FINAL BUDGET
STUDENT FINANCIAL ASSISTANCE FUND
XI.
STUDENT FINANCIAL ASSISTANCE FUND
Student Financial Assistance Funds are designated to account for receiving and
disbursing federal and state-funded student financial aid.
PELL GRANTS - A federal program available to undergraduate students who are
participating in an eligible program and enrolled in three or more units. The amount of
the grant is determined by the student's index number. The 2013-14 Final Budget reflects
the 2013-14 amount authorized by the Department of Education. Augmentations are
received throughout the year.
SEOG - Supplemental Educational Opportunity Grant is a federal program that enables
students with verified exceptional financial needs to pursue their studies at institutions of
higher education. The student must be enrolled at least on a half-time basis, (six or more
units), show evidence of academic progress, and be capable of maintaining good
standing.
EOPS - Extended Opportunity Program and Services is a state grant that is awarded
through the Financial Aid Office to students with verified exceptional need who qualify
under the program guidelines.
CARE - Cooperative Agencies Resources for Education is a state program awarded
through the Financial Aid Office for welfare-dependent single heads of households with
preschool age children.
CAL GRANTS A, B, C – A state funded grant given to students to help pay for college
expenses.
DIRECT LOANS - Direct Loans are made through the William D. Ford Federal Direct
Loan Program which is administered by the U. S. Department of Education. Fall 2010
was the first year of participation in the Federal Direct Loan Program.
 Subsidized Loans – Are for students with demonstrated financial need
 Unsubsidized Loans – Are not based on financial need
60
2013-14 FINAL BUDGET
STUDENT FINANCIAL ASSISTANCE FUND
Cabrillo Community College District
Final Budget 2013-14
Student Financial Assistance Fund (74)
Budget
2012-13
Revenues
8100: Federal
8600: State
8800: Local
Total Revenues
Actual
2012-13
Budget
2013-14
17,938,166
882,000
84
18,820,250
16,396,414
871,794
60
17,268,268
17,938,166
790,000
60
18,728,226
0
0
0
18,820,250
17,268,268
18,728,226
(18,820,250)
(17,270,139)
(18,728,226)
(18,820,250)
(17,270,139)
(18,728,226)
Expenditures
1000: Academic Salaries
2000: Non-Instructional Salaries
3000: Employee Benefits
4000: Supplies and Materials
5000: Other Operating Expenses
6000: Capital Outlay
Total Expenditures
Excess of Revenues Over Expenditures
Other Financing Sources (Outgo)
7000: Grants/Donations/Scholarships
Interfund Transfers
8900: Transfers In
7300: Transfers Out
Total Other Financing Sources (Outgo)
Net Change to Fund Balance
0
Beginning Fund Balance
Fund Adjustment
Ending Fund Balance
27,198
0
27,198
61
(1,871)
0
27,198
25,327
25,327
25,327
2013-14 FINAL BUDGET
STUDENT REPRESENTATION FEE FUND
XII. STUDENT REPRESENTATION FEE FUND
Permitted by California Education Code, the Student Representation Fee, one dollar per
student per semester, is charged to all students. The use of this fee is designated solely
for the purpose of providing training for student representatives and the cost incurred for
them to lobby for student rights “before city, county, and district governments and before
offices and agencies of the state government.”
62
2013-14 FINAL BUDGET
STUDENT REPRESENTATION FEE FUND
Cabrillo Community College District
Final Budget 2013-14
Student Representation Fee Fund (72)
ActualBudget
1999-002012-13
Actual
2012-13
-
-
-
30,000
23,009
35,000
30,000
23,009
35,000
(30,000)
(23,009)
(35,000)
Interfund Transfers
8900: Transfers In
7300: Transfers Out
30,000
(2,100)
26,515
(1,856)
35,000
(2,450)
Total Other Financing Sources (Outgo)
27,900
24,659
32,550
Net Change to Fund Balance
(2,100)
1,650
(2,450)
Beginning Fund Balance
Fund Adjustment
Ending Fund Balance
83,849
83,849
85,499
81,749
85,499
83,049
Revenues
8100: Federal
8600: State
8800: Local
Total Revenues
Expenditures
1000: Academic Salaries
2000: Non-Instructional Salaries
3000: Employee Benefits
4000: Supplies and Materials
5000: Other Operating Expenses
6000: Capital Outlay
Total Expenditures
Excess of Revenues Over Expenditures
Budget
2013-14
Other Financing Sources (Outgo)
63
2013-14 FINAL BUDGET
STUDENT CENTER FEE FUND
XIII. STUDENT CENTER FEE FUND
Permitted by California Education Code, the Student Center Fee is charged to all students
and is designated solely for the purpose of maintaining, operating and remodeling student
activity centers throughout the District. The majority of annual revenues from this fund
have been used to maintain and operate the Student Activity Center (SAC) East. The fee
is $1 per unit for a maximum of $5 per semester, and cannot exceed $10 per academic
year. Some students receiving financial assistance may have the fee waived.
The 2013-14 Final Budget includes continued support of the transfer out to the General
Fund. This support helps fund the maintenance and operations cost of the SAC East. In
addition, the Dean of Student Services position is currently funded at 10% of full time.
The Student Activities Coordinator position is currently funded at 56% of full time.
The support for the Student Activities Coordinator was approved by the Student Senate
for the 2009-10 fiscal year only. Continued support for this transfer out, past the 2009-10
academic year was contingent upon the District implementing procedures to collect the
full $10 fee per student per academic year as allowed by the California Education Code.
Although the District has not implemented this new procedure and therefore is not
collecting all funds possible for this source of revenue, the ASCC Senate will continue to
provide support for the coordinator position.
The ASCC Senate is considering funding the Student Activities Coordinator at 100% as
soon as the District implements procedures to collect the full amount of revenue allowed
by the California Education Code for this funding source.
For the 2013-14 fiscal year, the ASCC Student Senate has established a goal to
significantly enhance the appearance of the cafeteria/student center in the 900 building.
For this reason, this budget includes a significantly higher expense than in previous years.
This expense will be covered from savings accumulated from previous years.
64
2013-14 FINAL BUDGET
STUDENT CENTER FEE FUND
Cabrillo Community College District
Final Budget 2013-14
Student Center Fee Fund (73)
Actual Budget
1999-002012-13
Revenues
8100: Federal
8600: State
8800: Local
Total Revenues
Expenditures
1000: Academic Salaries
2000: Non-Instructional Salaries
3000: Employee Benefits
4000: Supplies and Materials
5000: Other Operating Expenses
6000: Capital Outlay
Total Expenditures
Excess of Revenues Over Expenditures
Actual
2012-13
Budget
2013-14
300
300
1,907
1,907
1,800
1,800
19,600
260,400
18,000
298,000
39,814
6,371
0
46,185
35,000
6,162
580,000
621,162
(297,700)
(44,278)
(619,362)
126,000
(102,011)
113,015
(101,483)
145,000
(106,651)
23,989
11,532
38,349
(273,711)
(32,746)
(581,013)
782,699
782,699
749,953
508,988
749,953
168,940
Other Financing Sources (Outgo)
Interfund Transfers
8900: Transfers In
7300: Transfers Out
Total Other Financing Sources (Outgo)
Net Change to Fund Balance
Beginning Fund Balance
Fund Adjustment
Ending Fund Balance
65
2013-14 FINAL BUDGET
STAFFING SUMMARY - ALL FUNDS
XIV. STAFFING SUMMARY - ALL FUNDS
FULL-TIME EQUIVALENT POSITIONS
(Includes all filled and unfilled budgeted positions)
Fall Sem.
Students
Mgrs/Admin
Contract
Faculty
Adjunct
Faculty
Classified
Staff
Confidential
Staff
Hourly
Employees
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
13,604
14,871
15,231
14,867
14,623
15,157
15,056
16,012
16,900
16,467
15,541
15,030
14,222
N/A
47
44
43
37
37
36
36
38
39
38.5
36
37
33
35.5
227
235
234
227
211
230
226
225
228
216.5
220
213.50
202.95
200.75
356
364
405
372
376
367
368
411
436
419
367
377
391
382*
234
253
238
217
220
223
233
249
246
241
239
226
203.70
200.68
12.00
13.75
13.75
12.63
12.63
12.63
12.63
13.50
13.50
12.50
12.50
11.75
11.40
11.40
570
574
402
382
386
393
440
405
632
283
341
89
101
102♦
Information on this chart is based on the Business Office count of FTE positions for the 2013-14 Final Budget.
This includes position changes approved through the August 2013 Board meeting. It should be noted that the
numbers for adjunct faculty and hourly employees are not FTE, but a headcount of employees in those
categories.
Student count based on information published in the Cabrillo College Fact Book
*Adjunct count based on Fall 2013 semester active assignments
♦Temporary/hourly and student workers as of the payroll period ending July 19, 2013
Updated 08/19/13
66
ATTACHMENTS
AGENDA ITEM BACKGROUND
TO: GOVERNING BOARD
DATE
FROM: PRESIDENT
September 9, 2013
SUBJECT:
2012-13 and 2013-14 Budget Planning Update
REASON FOR BOARD CONSIDERATION
ENCLOSURE(S)
ITEM NUMBER
ACTION
Page 1 of 10
F.6
BACKGROUND:
The budget planning materials have been updated to reflect 2012-13 and 2013-14 state and local budget
changes. More changes will be made as the state releases trailer bills.
The 2013-14 Final Budget Parameters are submitted for board action.
2013-14 Budget Reduction Process, Commitments, and Strategies (pages 65-67)
The 2013-14 Budget Reduction Process Commitments, Criteria and Strategies were updated to
reference the goals in the Strategic Plan and the need to design and implement the Student
Success Initiative for the college.
2012-13 through 2013-14 Budget Development Timeline (pages 68-69)
The budget calendar includes all shared governance and board meetings associated with the
budget planning process for 2013-14.
The 2013-14 Final Budget will be developed using the mid-case scenario. The projected deficit
for planning purposes is approximately $1.1 million. The college expects to have adequate
reserves to cover the deficit.
FISCAL IMPACT:
The 2013-14 Final Budget has been prepared based on the mid-case scenario; $1.1 million deficit that
will be balanced using one-time operating reserves.
RECOMMENDATION:
It is recommended that the Governing Board approve the budget planning parameters as presented.
Administrator Initiating Item:
Graciano Mendoza
Victoria Lewis
Academic and Professional Matter
If yes, Faculty Senate Agreement
Senate President Signature
A1
 No
Final Disposition
2013-14 through 2016-17 (Multi-Year) Base Budget Planning Parameters (page 70)
The long-term projection for 2013-14 through 2016-17 projects new revenue in the form of
COLA.
The faculty obligation number has been frozen since 2008 due to lack of funding. The Board of
Governors is expected to unfreeze the faculty obligation number in fall of 2014. The most recent
draft information from the Chancellor’s Office indicates that the college’s full-time faculty
obligation number will drop from 189 in fall 2013 to 163 in fall 2014. The impact of this change
will be incorporated into the budget planning assumptions for the 2014-15 fiscal year.
2012-13 and 2013-14 Base Budget Planning Assumptions (page 71)
The 2012-13 through 2013-14 budget planning assumptions reflect the impact of the passage of
proposition 30 on state revenue anticipated by the college for 2012-13 and 2013-14.
Estimates have been updated to reflect the 1.57% COLA included in the 2013-14 state budget.
Although the college allocated resources to restore course offerings for 2013-14, no revenue
associated with these offerings is included in the budget planning assumptions.
Community Colleges do not receive backfill for shortfalls in redevelopment, local property tax or
student enrollment fee shortfalls. The apportionment shortfall for 2013-14 is currently estimated
at 2% or $1.2 million for Cabrillo.
The shortfall for redevelopment revenue shortfall for 2012-13 is unknown. The college closed the
books with a shortfall of 1.75%. The latest update on the shortfall was received on August 21. At
that time the shortfall was estimated at 2%. There is a discrepancy between the RDA revenue
estimates prepared by the State Chancellor’s Office and Department of Finance estimates. If the
discrepancy cannot be resolved, the deficit will remain at 2%. This is despite the fact that
community colleges were supposed to receive 100% backfill for RDA revenue shortfalls.
The expenditure assumptions include the net replacement of seven full-time faculty positions and
the allocation of funding to maintain the college’s enrollment and capture restoration funding of
1.6%; $750,000 for Cabrillo.
The District has concluded the bargaining process for all employee groups for the 2013-14 fiscal
year. The cost of the agreements has been added to the budget planning assumptions for the base
budget and the one-time fund.
The college’s enrollment is declining. The college has allocated ongoing and one-time funding to
capture restoration funding and stabilize enrollment. The college will continue to analyze
enrollment patterns and update revenue estimates as necessary.
One-Time Operating Reserves (page 72)
The Business Office closed the fiscal year in the finance system in mid-August. The ending
balances for all funds will be included in the 2013-14 Final Budget document. The Unrestricted
General Fund balance as of 7/1/13 was $11.1 million. Allocation of the fund balance to date is
included on pages 20-22 of the 2013-14 Final Budget Book.
A2
September 9, 2013
Board Meeting
2013-14 Budget Process Commitments,
Criteria and Strategies
The economic crisis affecting the state budget is conservatively projected to end soon. At the current time, our
best efforts at projecting the fiscal impact on Cabrillo indicate that our state funding may begin to increase over
the next few years.
The intent of the following process commitments, criteria and strategies is to enable Cabrillo to move from
being a college that has been organized and staffed to operate on a $60 million budget to an organization and
staffing level that can deliver sustainable services to the community within the ongoing resource allocation from
the state.
I.
Process Commitments
A.
Link Budget planning, including program and service changes and redesign efficiencies, to long
range planning, including the evaluation of the impact on student success.
B.
Utilize the appropriate forums to dialogue about the restructuring, consolidation, reductions,
and/or elimination of programs and services resulting from a reduction in resources.
C.
In the event that program and workforce reductions are necessary, the college will work to
preserve faculty, staff and management positions when possible and, if not possible, will assist
with employment-related transitional issues.
D.
The process will be characterized by openness, respect, sensitivity, and inclusiveness.
The College Master Plan provided the general framework for the following criteria:
II.
Criteria
A.
Compliance Requirements
1.
Maintain accreditation standards of the college and academic programs
Maintain state and federal compliance requirements (Strategic Plan Goal B) e.g.:
2.
50% law
Full-Time faculty obligation number (FON)
Accessibility
B.
Preserve transfer, basic skills, and Career Technical Education so students are able to complete
their academic goals (Strategic Plan Goal A)
Core courses toward an AA/AS
General education breadth
Labor market
C.
Minimize negative impact on student success (Strategic Plan Goal A) e.g.
ARCC
D.
Optimize enrollment to achieve maximum state revenues.
E.
Minimize impact of non-base budget programs on General Fund (Strategic Plan Goal A)
Ancillary/Auxiliary operations
Categorical and grant-funded programs
Revised 7/29/13
A3
III.
F.
Maximize efficiency of programs and services (Strategic Plan Goal A and Technology Plan)
Are college programs and services efficient?
WSCH/FTEF
Non-redundant
G.
Minimize the negative impact on the operational needs of new and existing facilities (Strategic
Plan Goal B and Facilities Master Plan)
H.
Optimize effective utilization of college facilities (Strategic Plan Goal B)
I.
Maximize flexibility and opportunities for employees (Process Commitment C)
Strategies
A.
Design and implement the Student Success Initiative for the college.
B.
Review all auxiliary and categorical program budgets with the appropriate budget administrator
to identify reductions.
C.
Evaluate college-wide services and systems; explore alternative models across components;
reduce costs, reduce duplication of function, and increase efficiencies throughout the college.
D.
Management of personnel budget.
Process Overview
Utilize salary savings for vacant positions to reduce the overall budget reduction target.
Salary savings may be used to fund replacements for vacant positions based on demonstrated
need and the approval of the Vice President/President.
Salary savings may not be used to cover other operating expenses or equipment purchases.
Cabinet may approve the recruitment of vacant positions based on demonstrated need.
Human Resources will provide a list of vacant positions and the status of recruitments on a
weekly basis.
Administrative Services will provide a report of cumulative salary savings on a monthly
basis.
E.
Evaluate facility use for efficiency and effectiveness.
Watsonville
Scotts Valley
Energy Use Reduction
F.
Discuss compensation and benefit programs with all employee groups.
A4
IV.
Historical Data Available
A.
Internal Data
Accreditation Self-Study http://www.cabrillo.edu/services/pro/accred/index.html
Budget & Benefits Information Center:
http://www.cabrillo.edu/internal/adminservices/budgetcenter/
Educational Master Plan: http://www.cabrillo.edu/services/pro/masterPlan/
FACT Books http://www.cabrillo.edu/services/pro/factbook/
Program Planning Pages http://pro.cabrillo.edu/pro/factbook/programPlanningTables.html
Strategic Plan: http://pro.cabrillo.edu/cmp/
Technology Plan: http://www.cabrillo.edu/services/pro/accred/pdf/ITTP.pdf
B.
External Data
Fiscal Data Abstract 06-07
Current Cost of Education 06-07
WASC Accreditation Standards
http://www.cabrillo.edu/services/pro/accred/pdf/ACCJC%20NEW%20STANDARDS.pdf
A5
CABRILLO COLLEGE
FY 2012-13 through 2013-14 Budget Development Timeline
September 9, 2013 Board Meeting
Nov./Dec. 2012
January 14, 2013
January 10, 2013
January 8/15/29,2013
January 18, 2013
January 23, 2013
February 11, 2013
February 19, 2013
February 27, 2013
March 4, 2013
March, 2013
March 5/26, 2013
March 6, 2013
March 6/20, 2013
April, 2013
April 8, 2013
April 9/23, 2013
April 3, 2013
April 3/17, 2013
April - June 2013
May 6, 2013
May 7/28, 2013
May 1, 2013
May 1/15, 2013
May 25, 2013
CPC/BOARD MEETING
Action Items;
- Academic Staffing Recommendation- Replace six full-time faculty positions for Fall 2013
BOARD MEETING
Information Items:
- 2012-2014 Budget Update
2013-14 GOVERNOR'S STATE BUDGET
ADMINISTRATIVE COUNCIL
STATE BUDGET WORKSHOP
MANAGER'S MEETING/CPC MEETING
Review Governor's Budget and impact of Proposition 30
- Discussed major components of budget planning parameters for 2013-14
-Increase the replacement of full-time teaching faculty from six to eight for Fall 2013
-Permanently fund 280 teach units to stabilize enrollment and capture restoration funding for 2012-13
- Updated revenue assumptions to include 2012-13 restoration funding
BOARD MEETING
Information Items:
- Budget Update
ADMINISTRATIVE COUNCIL
CPC MEETING
Information Items:
- Update Budget Parameters FY 2012-13 through 2016-17
- Update Budget Development Timeline- FY 2013-14
- Review Strategies, Commitments and Criteria
BOARD MEETING
Information Items:
- Update Budget Parameters FY 2012-13 through 2016-17
- Update Budget Development Timeline- FY 2013-14
- Review Strategies, Commitments and Criteria
First Principal Apportionment 2012-13/ 2012-13 Recal
ADMINISTRATIVE COUNCIL
MANAGERS MEETING
CPC MEETINGS
Continue to evaluate/revise Planning Parameters
BOARD MEETING
Action Items:
- Update Budget Parameters FY 2012-13 through 2016-17
- Update Budget Development Timeline- FY 2013-14
- Review Strategies, Commitments and Criteria
ADMINISTRATIVE COUNCIL
MANAGERS MEETING
CPC MEETINGS
2012-13 Negotiations- All groups
BOARD MEETING
ADMINISTRATIVE COUNCIL
MANAGERS MEETING
CPC MEETINGS
Governor's May Revise for 2013-14 released
A6
CABRILLO COLLEGE
FY 2012-13 through 2013-14 Budget Development Timeline
September 9, 2013 Board Meeting
June 2013
June 5, 2013
June 5/19, 2013
June 10, 2013
June 11, 2013
August 5, 2013
August 6/27, 2013
August 7, 2013
August 7/21, 2013
September 9, 2013
September 10/24, 2013
September 4, 2013
September 4/18, 2013
Second Principal Apportionment 2011-12 Received
MANAGERS MEETING
CPC MEETINGS
Action Items:
- 2013-14 Preliminary Budget
Information Items:
- 2013-14 Updated Budget Planning Parameters Final Budget
BOARD MEETING
Action Items:
- 2013-14 Preliminary Budget
Information Items:
- 2013-14 Updated Budget Planning Parameters Final Budget
ADMINISTRATIVE COUNCIL
BOARD MEETING
Information Items:
- 2013-14 through 2015-16 Budget Planning Parameters
ADMINISTRATIVE COUNCIL
MANAGERS MEETING
CPC MEETINGS
BOARD MEETING
Action Items:
- 2013-14 through 2015-16 Budget Planning Parameters
- 2013-14 Final Budget
ADMINISTRATIVE COUNCIL
MANAGERS MEETING
CPC MEETINGS
Cabrillo's budget planning process for 2013-14 began late due to the uncertainty surrounding the passage of Proposition 30.
The 2014-15 budget plannning cycle will begin in September, 2013.
A7
September 9, 2013 Board Meeting
2013-14 through 2016-17
Base Budget
Planning Parameters
2013-14
Projected
Difference between ongoing Revenues & Expenses (Structural Deficit)
Increase in State Revenue Anticipated
A. Restoration/Growth
B. COLA @1.57%, 1.8%, 2.3%, 2.5%*
C. Deficit Factor (Prop. Tax, RDA, Student Enrollment Fees)
D. Other
Net change in revenue
2014-15
Projected
231,326
?
850,000
(1,200,000)
50,000
(68,674)
Net Increases in Ongoing Expenses
Full-time Faculty Position changes (3.5) (net of adjunct backfill)
Add Teaching Units to maintain enrollment cap from 2012-13 (300,268,260)
Add Teaching Units to capture restoration/growth for 2013-14
Step, Column, Longevity Increases, etc.
Medical Plan Rate Increase-- 8% (50%-50% cost share in place)
Retiree Benefit Increase
Mandatory Benefit Rate Increases/Decreases (Unemployment Ins. Rate down)
STRS Rate Increase
Worker's Comp, Unemployment Insurance
TRAN Interest Expense
Utilities
Net Operating Increases
Labor agreements- all groups
Total Expenditure Increases
(487,000)
(1,061,360)
Ongoing Shortfall*
Operating Reserves needed to bridge deficit
(1,130,034)
1,130,034
133,000
(474,360)
?
(320,000)
(178,000)
(85,000)
350,000
?
*Deficit net of One-time funds
0
Cost of 1% for all employees = $425,000
RDA continues to be a major threat. The RDA shortfall was backfilled for 2012-13 but there is no guarantee this will continue.
Although RDA will be backfilled for 2012-13, the state is delaying payments to CCCs because of a cash shortfall, increasing
the amounts CCCs must borrow (in addition to apportionment deferrals).
* COLA estimates projected based on School Services of California Financial Dartboard- (July 26, 2013 forecast)
A8
2015-16
Projected
2016-17
Projected
(1,130,034)
(1,310,034)
(1,245,034)
?
?
?
?
990,000
?
1,265,000
?
1,375,000
(140,034)
(45,034)
?
?
?
(325,000)
(230,000)
(145,000)
(150,000)
?
(50,000)
(20,000)
(100,000)
(150,000)
?
(1,170,000)
?
?
?
(325,000)
(230,000)
(145,000)
(175,000)
?
(50,000)
(25,000)
(100,000)
(150,000)
?
(1,200,000)
?
?
?
(325,000)
(230,000)
(145,000)
(175,000)
?
(50,000)
(30,000)
(100,000)
(150,000)
?
(1,205,000)
(1,310,034)
(1,245,034)
(1,075,034)
129,966
September 9, 2013 Board Meeting
2013-14 Base Budget Planning Assumptions (Best, Mid, Worst Case)
2012-13 Structural Deficit
2012-13 Revenue Adjustments
A. Restoration funds- 1.6%
B. Revenue Adjustment for Prop 30 passing
2013-14 Revenue Adjustment
2013-14 Revenue adjustments
A. Restoration/Growth @ 1.63%
B. COLA @ 1.57%
C. Deficit factor for apportionment shortfalls (3%, 2%, 1%)
D. Other
TOTAL Revenue Adjustment
Worst
Case
(2,200,000)
Range
MidRange
(2,200,000)
Best
Case
(2,200,000)
750,000
1,681,326
750,000
1,681,326
800,000
1,681,326
0
0
(1,650,000)
0
781,326
0
850,000
(1,200,000)
50,000
2,131,326
855,000
900,000
(550,000)
50,000
3,736,326
133,000
171,000
3.5
(474,360)
(320,000)
(178,000)
(85,000)
350,000
(487,000)
(1,061,360)
(1,130,034)
1,130,034
0
4.5
(460,200)
(320,000)
(178,000)
(85,000)
350,000
(487,000)
(1,009,200)
527,126
2013-14 Expenditure Adjustments
Full-time Faculty Obligation - Net replacement of vacancies 6,7,8
95,000
2012-13 Funded positions 196.25
2013-14 Funded positions 193.75 with net 7 replacements
Fall 2013 frozen FON- 189.6
2.5
Add Teaching Units to maintain enrollment cap from 2012-13 (300, 268, 260)
(531,000)
Step, Column, Longevity, etc
(320,000)
Medical Benefit Increase- 8% (50%-50% cost share = 1/2)
(178,000)
Retiree Medical Benefit Increase
(85,000)
Mandatory Benefit Rate Increases/Decreases (Unemployment Insurance rate down significantly)
350,000
Permanent Salary Schedule increases- all groups
(487,000)
Total Expenditure Adjustments
(1,156,000)
Projected 2013-14 Structural Balance (Deficit) *
(2,574,674)
One-time Reserves used to bridge deficit
Net Deficit for 2013-14
(2,574,674)
* Does not include categorical program impacts on the general fund.
Student Success expenditures moved to restricted fund: Additional 10 days for Counseling contracts, new counseling position, TUs for orientation courses.
The salary/benefit budget includes a credit to the expense lines of $300k for salary/benefit savings.
A9
527,126
September 9, 2013
7/1/13 Unrestricted General Fund Ending Balance
$11,161,853
(Funds 11,14,17)
Allocation of Fund Balance:
General Reserve- 5%
FTES Reserve Restored to $1 million
Transfer to Base Budget for 2013-14 Deficit
Net One-time allocations to date
Estimated Carryover Fund allocations for 2013-14
One-time Salary increases for 2013-14
Allocations to date
$3,000,000
$1,000,000
$1,131,000
$200,000
$3,800,000
$1,200,000
$10,331,000
Unallocated Fund Balance/ Operating Reserves for 2013-14 as of 8/21/13
A10
$830,853
2008-13
Summary of Base Budget Reductions
Position Reductions (FT faculty, classified, confidential, Mgrs)
Administrative Services (2.5 Custodial positions added in 2010-11)
Instruction **
President
Student Services
Total
Operating Reductions
Administrative Services
Instruction- Adjunct TU reductions**
Instruction-Operating
President
Student Services
Total
FTE
Total
14.27
18.08
2.90
11.75
47.00
0.46
Other Funds/Categorical Redirects/Other Outgo & Resources
Instruction
Children's Center
President
Student Services (Student Center)
Total
Increase indirect coming from grants/categoricals-collegewide
Other Collegewide Account Reductions
1.00
6.88
0.50
0.56
8.94
$1,088,838
$2,763,392
$262,851
$749,403
$4,864,484
$600,842
$1,945,946
$828,659
$158,171
$90,348
$3,623,966
$81,894
$410,796
$21,905
$41,399
$555,994
$226,317
$1,773,397
Summary of FT Faculty Reductions/Adjunct Replacement Units**
2008-09 (8 FT Faculty added to PCN)
2009-10
2010-11 (1 FT Faculty added to PCN)
2011-12
2012-13
2013-14
**dollar figures include net cost of adjunct replacement. No net change to FTE
Summary of reductions by Component
Administrative Services
Instruction
Children's Center
President
Student Services
Collegewide
Total
FT
Adj Replace Units
-8.00
-240
8.00
240
-1.00
-30
6.00
180
10.50
315
2.20
66
17.70
531
$1,689,680
$5,619,891
$410,796
$442,927
$881,150
$1,999,714
$11,044,158
Summary of reductions by Year
2008-09
2009-10
2010-11
2011-12
2012-13
2013-14
$753,386
$3,510,590
$1,305,574
$1,267,186
$4,021,495
$185,927
$11,044,158
Note: Detail information is available at: https://www.cabrillo.edu/internal/adminservices/budgetcenter/
D1
Cabrillo College
Decision Making
Governing
Board
(Sets Priorities)
Faculty Senate
Optional Path for
Academic and
Professional
Matters
President
Cabinet
CPC
CPC
Administrative
Council
Managers
Constituent
Groups
College
Mission
Constituent Groups are:
Components
Components are:
President’s Office,
Administrative Services,
Instruction and
Student Services
Faculty Senate,
Student Senate,
Cabrillo Classified Employees Union,
Cabrillo College Federation of Teachers,
Confidentials and
Administrators / Managers
College Mission: Cabrillo College is a dynamic, diverse, and responsive educational community
dedicated to helping all students achieve their academic, career and personal development goals.
Approved by CPC January 23, 2013
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CABRILLO COLLEGE DECISION MAKING PROCESS
The District’s annual ‘Budget Calendar’ clearly outlines and defines the financial and budget
development process. Prepared by the Office of the VP of Administrative Services in conjunction with
the Business Office, the Budget Calendar outlines milestones and deliverables to complete the budget,
including when key fiscal information will be shared with CPC for review and input (thereby insuring
interested members of the community an opportunity to participate). The Budget Calendar is specifically
designed to include opportunities for the constituencies at CPC to provide advice on proposed reallocation or reduction of resources, planning parameters, multi-year projections, key information
released by the State, and completion dates for both the preliminary and final budgets.
Financial and institutional planning takes place at various levels within the organization. Instructional
departments review and develop program plans and student learning outcomes, along with the
resource needs to achieve desired outcomes. These instructional plans are presented and reviewed by
the Council for Instructional Planning (CIP), which ranks and forwards the top third to CPC. Noninstructional departments also conduct program and planning reviews for CPC’s consideration. The
College’s instructional and non-instructional programs provide input to CPC via their program reviews
and planning which takes place annually, or in some instances, on a five and six year cycle.
Working in conjunction with the program review process, the College Planning Council is tasked with
overseeing and integrating institutional and financial planning. The Council fulfills this responsibility by
authoring recommendations to the President regarding all matters affecting the college’s master plans.
The College Planning Council was created with the specific purpose of developing, reviewing and
monitoring college master plans. CPC has evolved to become responsible for developing, overseeing and
integrating budget development and other fiscal matters with institutional planning. Accordingly, CPC
utilizes the institution’s Mission and Vision statements to evaluate program review reports, new
program proposals, service proposals, resource allocation matters and resource reduction proposals.
CPC’s role of overseeing and integrating institutional and financial planning is ultimately fulfilled through
the committee’s recommendations presented to the President. After consulting with cabinet, the
President presents the plans to the Board, first as information items and subsequently for action. The
Governing Board holds an annual retreat to develop Board goals, which are used as a basis for decision
making and resource allocation. These goals have been used to guide the negotiation process with all
bargaining units.
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