Budget & Financial Advisory Group
September 28, 2010
Minutes
Present: Kristen Abel, Sherri Dixon, Ed Frame (via telephone), Keith Houck,
Evelyn Jimenez, Donna Kosloski, Michelle Matis, Pedro Rivera, David Sutton,
Chris Wettstein
Feedback was requested on how well the 2010-11 budget conformed to the budget
principles and strategic plan.
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Enrollment was up 21% for the summer terms and nearly 6% for the fall term. The
increase in enrollment has put a lot of stress on faculty and staff.
This year Summer B was just as busy as Summer A, which is unusual. It would be
helpful to know why more students enrolled in Summer B in order to plan for next year.
Saturday and Sunday classes are being offered and are more popular than ever. It
would be wise to consider holding these classes in one building to save energy (lighting,
air conditioning).
Classes were increased, as well as technology in classrooms, to manage growth in
enrollment.
Consider the financial impact on students and the quality of the student experience.
◦ The Bookstore’s 20% discount on textbooks offered to students was a perfect
example of the second principle The college set aside $1 million for this discount
program to encourage students to purchase their textbooks early.
◦ The lab fees have helped departments tremendously, especially with the increase in
enrollment. Services being provided to students would not be possible without
these lab fees.
◦ Although the state allowed for an 8% tuition increase, Valencia only increased
tuition 5%.
◦ Front door classes are being taught by adjuncts. Are we at a point where these
should be taught more by full-time faculty because of the learning experience for
students?
◦ More financial aid was made available to students.
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Emphasize the value of people and strive to retain employees.
◦ It was felt that the college has gone above and beyond, considering the state of the
economy. There have been no layoffs, additional full-time faculty were hired,
additional support staff were hired, employees received a 3% raise, and health
insurance rates were not raised even though additional benefits were offered.
◦ The Wellness Program has been expanded and is active at each campus.
◦ The SPD budget was increased to $200,000.
◦ If enrollment keeps increasing, additional faculty and staff will be needed. Faculty
and staff are already stretched to their limit.
◦ Still need additional staff for non-student services departments.
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Ensure essential levels of service in support of Valencia’s mission.
◦ Software and technology has helped, particularly in the business offices. Without
the recent improvements, lines would be out the doors and many additional cashier
positions would be needed during registration.
◦ Need to compare where enrollment increased/decreased and why. General
education classes have increased. How many students tried to enroll but couldn’t
get in?
◦ Lab personnel are stretched to the limit.
◦ Administrative assistants are stretched to the limit.
◦ Non-student services departments are stretched to the limit.
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Base the budget on a multi-year financial strategy that strikes a balance between
making the best use of our resources and managing our fund balance.
◦ There was concern about what will happen next year when the Federal stimulus
dollars go away. The college has planned for this, and has set aside funds to help
minimize the impact.
◦ The average increase in enrollment across the state was 6%. For the last two of
three years, the state has reduced their funding. Multi-year budgeting has helped
us weather these storms.
◦ Distance learning fees are being explored.
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Make the budget process collaborative and transparent at all levels of the college.
◦ While it doesn’t seem like things are going on behind the curtains, sometimes it is
unclear what the actual operating costs are and why we make certain decisions. It
would be helpful to know the expenses other than direct instructional costs to
support student learning including lighting, air conditioning, support staff, and
financial aid.
◦ Where is the money coming from to hire additional faculty and support staff and
give a raise? Especially since this year we have fewer students than budgeted.
◦ Will the ratio of full-time faculty to adjuncts remain the same once the Federal
stimulus dollars are gone?
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The group discussed changes needed for the Budget Principles:
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Strive to maintain continuity of our strategic initiatives and innovations in student
learning.
◦ This sounds good, but how do we do it?
◦ The streamlining of the Strategic Equipment process has been helpful.
◦ The Strategic Budget Initiative process, which hasn’t been active for the past three
years due to economic conditions, made it possible for several initiatives to become
permanent (Teaching and Learning Academy, Take Stock in Children, Global Studies,
Achieve the Dream).
◦ This principle needs to be reworded, perhaps eliminating the words “continuity of
our strategic initiatives and.”
◦ When a program is eliminated, it is because it’s no longer strategic.
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Ensure essential levels of service in support of Valencia’s mission.
◦ Define “essential levels of service.” With the increased enrollment, staff are being
stretched too thin. How much growth is too much?
◦ Basing levels of service on the mission is too broad. This principle should reflect
student needs.
◦ This principle should be reworded: “Ensure essential levels of service and support
students’ needs.”
◦ A recommendation should be made to the College Planning Council that addresses
what is the essential level of support for all areas.
◦ With open door access, students can get financial aid but can’t get in classes.
It was determined that no additional principles are needed. Ed Frame will draft a
statement based on this meeting. The statement will be disseminated via e-mail to Budget
& Financial Advisory Group members. Once finalized, the statement will be submitted to
the College Planning Council.
A meeting of the Expanded Budget and Financial Advisory Group will be scheduled later
this fall to finalize changes to the Budget Principles.
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