Budget Presentation
September 2009
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Budget Facts
Major Budget Strategies
Process and Timelines
Vision
Institutional Priorities
Next steps
Q&A
1%
7%
5%
Faculty
20%
Classified
67%
Admin
Supplies
Other
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Historically about 95% of our total budget of
covers personnel costs. Current estimate:
97%
Of this amount, approximately 70% is
committed to permanent employees.
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Approximately 70% of our budget is already
accounted for!
The bulk of our so-called “discretionary”
costs are dedicated to the classroom to cover
adjunct faculty costs, summer school, and
basic operations.
Conclusion: we have no real discretionary
costs.
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FY 2008/09 Operating Budget: $28.3M
FY 2009/10 Operating Budget: $25.1M
◦ Budget cut = $3.2M or 11.3%
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Main Budget Balancing Strategies:
◦ Eliminate low-enrolled sections ($1M)
◦ Execute managed hiring ($1.5M)
◦ Use ending balance ($700K)
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Operating Budget 2008/09: $28.3M
Operating Budget 2009/10: $25.1M
Operating Budget (best guess) $22.3M
Cumulative Budget Cut: $6M or 21.2%
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The District is over its enrollment cap. There
are no funds to add sections, and more
reductions in sections may be necessary.
$28.3
M
$22.3M
Either become hyper-efficient (MPG)
OR
Accept the fact that we can no longer serve as
many students ( change our ultimate
destination).
We will need to do
both
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Continued deterioration of state budget.
Basic Aid Status.
Federal Stimulus.
Board decision on KCSM.
Salary adjustments.
Retirement or separation incentives.
Accreditation requirements and/or other legal
mandates.
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Eliminate low-enrolled courses (completed).
Execute the managed hiring process
(completed).
Reduce administration by 2.0 FTE.
Offer certain programs or courses through
Community Education.
Eliminate or reduce community partnership
programs.
Eliminate or consolidate low-enrolled, highcost programs.
Execute managed hiring round II if necessary.
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No “summer surprise”
Some budget strategies already approved by
BPC.
Administration has developed preliminary
recommendations.
Semester start – additional analysis
Use college shared governance structures.
Strategy
Action Items
Execution
•Major Budget Strategies
•Specific Recommendations
•Full implementation 2010/11
Action
Constituencies
When?
Meet with constituency
leadership to clarify
process, roles, and
responsibilities
Academic Senate, AFT,
CSEA, Associated
Students
9/24
Final approval of Major
Budget Strategies
BPC
College Council
BPC - first reading
complete
10/7 College Council
meeting
Contact all individuals
impacted
TBD
ASAP
Identify and vet specific action
items
Academic Senate for 10+1
items.
IPC and appropriate
institutional planning
committees including BPC for
all other items.
IPC
College Council
College President
October and November 2009
Approve specific
recommendations
Accept or modify
recommendations
End of fall 2009 semester
End of fall 2009 semester
Bankruptcy
CSM = College of Sacramento
What is our vision?
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The college must remain a comprehensive institution
but must also must reconnect with its primary identity.
Given limited resources for student support, the college
must make significant changes in the manner in which
student services are delivered.
Given the current economic climate as well as the
significant improvement to college facilities, the college
has a one-time opportunity to recapture a student
population that it has lost over the last 20+ years.
It takes all of us: faculty, staff and administrators to
provide an outstanding education to our community.
The college will be staffed to reflect this basic value.
 CSM is an academic institution with a rich tradition.
 CSM has the best transfer program in the Bay Area and one of the best in
the state. CSM is the clear preference for transfer-bound students.
 CSM has outstanding, relevant, cutting-edge CTE programs that lead to
demonstrated high-wage, high-demand careers. Partnerships with
businesses are paramount for financial support, curriculum guidance, and
job placement.
 CSM’s developmental educational program is designed based upon best
practices. Students leave our developmental education program wellprepared to succeed in other college courses.
 Every individual at CSM has an unparalleled commitment to student
success. We meet students where they are at, and take them to where they
need to go. However, we hold all students to high expectations.
 CSM is recognized for its innovative practices and its willingness to take
calculated risks.
It is no use saying “We are doing our best.” You have got to
succeed in doing what is necessary.
---Winston Churchill
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Student Success
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Academic Excellence
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Relevant, High-Quality Programs and Services
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Integrated Planning, Fiscal Stability, and the
Efficient Use of Resources
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Institutional Dialog
Q&A