Shoreline Community College
All Campus Meeting
April 2, 2010
Process Outline
 Determine the college’s strategic objectives
 Frame rationale for restructuring
 Communicate regularly throughout process
 Describe how qualitative/quantitative information is
being considered in decision making
 Communicate rationale for all final restructuring
decisions
 Core Themes
 Legislators pass a balanced budget
Budget Priorities Summary
 State budget shortfalls have reduced funding to CC’s
by $82M or 11% over last two years.
 2010 Supplemental budget likely to decrease funding
by additional $17M to $27M next year.
 There has been a 16% increase in enrollments
compared to a decrease in state funding of 13% to 14%
system wide.
 2011-13 biennium to see additional state budget
shortfall of $2-$5B.
Office of HR & Legal Affairs
VPHR Considerations
 All HR/Payroll staff positions require a specific progression
of technical knowledge, skills and abilities (KSAs) to
provide:
 Regulatory and contractual compliance
 Accurate and timely payment of payroll and benefits
 Administration of civil rights
 Entry-level position’s duties can be moved to higher-level
skill sets, but reverse is not possible
 Reduction of 1/5 of staff will require change in our
traditional business procedures to achieve necessary cost
savings
Office of HR & Legal Affairs
Budget Reductions
Positions Currently Held
 Human Resources – HR Consultant Assistant 1
Presidents Office
Assumptions
 Cut to the penny ~ “Freeze”
 Meet legal/contractual obligations
 Accreditation
 No permanent restructure
Presidents Office
Information/Data Used
 Anonymous Comments from Community
 Comparative organizational structures
 Operating budgets / State Allocations
 Net Financial Contribution
Presidents Office
Budget Reductions
Vacant
 Office of Advancement– Communication Consultant 2
Goods &Services
 $50,000
Shift Costs to Non-State Funds
 Options under consideration
Revenue




HCI Contract
Cell tower (pending)
Partnerships, rentals
Director position
Office of Academic Affairs
Assumptions
 Cut to the penny ~ “Freeze”
 Meet legal/contractual obligations
 Make FTE allocation
 Accreditation
 No permanent restructure
 Invest strategically
Office of Academic Affairs
Information/Data Used
 Anonymous Comments from Community
 Net financial contribution
 Maintain instructional quality
 Program cost
 Program mix
 Enrollment trends
 Staffing by program
 Cost/FTE
 Budgets/program
 Program cost vs. FTE generation
 Student/faculty ratio by program
Office of Academic Affairs
Budget Reductions
Vacant
 Science – Secretary
 CBCE@LFP – Program Assistant
 CBCE@LFP – Communication Consultant 3





Library – Secretary Senior
Communications – 1
Philosophy – 1
Music – 1 (retire)
Mathematics – 1 (retire)
Office of Academic Affairs
Budget Reductions (continued)
Positions Currently Held






CBCE@LFP – Information Technology Specialist 4
CBCE@LFP – Program Manager A
Physical Education – 1
Director of CBCE
Dean of Library
Combined, Director of ABE/ESL/GED/WorkforceRestructure
Shift Costs to Non-State Funds
 Options under consideration
Office of Academic Affairs
Restructure









Library, media services, eLearning
Parent Child Center
Program Chair – Library
Business/BusTch
Writing & Learning center
Solar/Clean Energy
Business Accelerator
Establish Contract Training
Technology Support Service
Dean of IAS/SS
Dean of IAS/SS
Dean of IAS/SS
Dean of HO/PE
Dean of Humanities
Dean of Workforce
Dean of Workforce
Dean of Workforce
VPAS
Administrative Restructure
 Combine areas of Workforce and ABE/ESL/GED
 Close or renegotiate Lake Forest Park Lease
 Explore non-credit options with LWTC & Bellevue College
Student Success
Assumptions
 College shall meet:
 Legal and contractual obligations;
 Accreditation standards;
 Full-time equivalent (FTE) targets
 Budget reduction range between $1.5 to $2.0 million
 Any level of budget reduction will impact programs/
services to students.
Student Success
Types of Information/Data Used











Strategic Directions
Strategic Objectives
Focus on Learning
Literature/Professional Development
CAS – Council on the Advancement of Standards in Higher Education
Department Annual Reports
Enrollment Trends
College Fiscal Trends
Employee/Student Ratios across State
Department, Committee, & Individual Input
State Budget Developments – Freeze Impact
Student Success
Types of Information/Data Used




Multiple Sources of Information/Data Used
Tangible/ Non-tangible
Breadth and Depth is extensive
Examples:
 Headcount versus FTE

All headcounts are not created equal.
 Transactions:
 ~10,500 Applications processed
 ~14,500 Transcripts processed
 Compliance & Reporting:
 Immigration – SEVIS, Financial Aid, FERPA, ADA
Student Success
Budget Reductions
Vacant
 Student Leadership – Program Manager A
 Student Success – Fiscal Technician 1
Temporary Position
 Pro-Rata Academic Advisor, International Programs – 1
Administrative Restructure
 Combined, Director of Enrollment Services/Financial Aid
Student Success
Restructure: Student Services: One Stop
Student Success
Restructure
Center for Equity & Engagement
 Focus on learning, co-curricular, student/campus life
 Multi-cultural Center
 Women’s Center
 Student Leadership Center
 CEO/LCN
 Running Start
 Behavioral Intervention Team – Pilot stage
 Future Residential Life
 Future Title III
Student Success
Restructure
Advising & Counseling
 Focus on learning
 Formalizing the liaison roles to the academic divisions
 Retain centralized location for students
 Reporting lines to Academic Affairs – Deans
 Continue work started with A&C Faculty Senate
 Potential creation of Program Chair for continuity
Student Success
Restructure
Parent Child Center
 Focus on learning – Built as a learning lab
 Move to IAS/SS to formally connect Parent Child Center, Parent
Co-ops, and Early Childhood Education.
Administrative Services
Assumptions & Strategic Objectives
 Cut to the Penny ~ “Freeze”
 Meet legal/contractual obligations
 Accreditation
 Align functions to maximize support potential
 Emphasize support for community engagement and
revenue generation
 Optimize workforce capacity
Administrative Services
Information/Data Used
 Anonymous Comments from Community
 Comparative organizational structures
 Staffing by area
 Program cost
 Operating budgets / State Allocations
 Net Financial Contribution
 Enrollment trends
 Transactions Data
Administrative Services
Budget Reductions
Vacant Position
 Campus Security Officer
Positions Currently Held
 Mail Processor – Auxiliary Services
 Hourly position – Safety and Security (15 hrs/week)
Retirement
 Purchasing Manager
Shift Costs to Non-State Funds
 Options under consideration
Goods and Services
 $75,000 Reduction
Administrative Services
Restructure
Financial Services
 3 positions affected
 Purchasing Manager position eliminated
 Fiscal Technician 2
 Fiscal Specialist 1
Director of Financial Services
Director of Financial Services
Budget and Internal Controls
 Budget integrity, financial planning and strategic
assessment
 New emphasis: Revenue Generation ~ Grants and
Contracts
Next Steps
 Last half of 2009-2011
 Continued decline in state operating
 Finalizing budget plan
 Next biennium 2011-2013
 Continued decline in state operating
 Impact of competitors
 College budget priorities survey
College Budget Priorities Survey
Survey
 If you had additional resources at your college, where and
how would you deploy them if those resources were (a) ongoing and (b) one-time?
 What are the most crucial needs faced by your college?
 If we had to implement an additional 20% reduction in
state funding next biennium:

What sorts of actions would you need to take at your college
to implement such a reduction?
 What would be the short- and long-term consequences of
such a reduction on your college?
 What changes should the system as a whole consider if we
had to implement such a reduction?
2011-2013 Operating Budget Request
Principles for Budget Development
 The budget request should:
 Emphasize colleges’ vital role in state and local economic
recovery and development using data and performance
measures to demonstrate the system’s contribution to the
economy and local communities;
 Maintain educational quality as well as affordability and
result in promoting student retention and success using best
practices and innovation;
 Promote long-term system plans;
 Address statewide goals while meeting local needs.
2011-2013 Operating Budget Request
Budget Request Themes
 Access
 Maintain the open door
 Excellence through inclusion
 Increase student success
 Using best practices and innovation
 Focus on students who are falling behind
 Innovation
 Students are changing, more instruction in being delivered through
eLearning, budget should reflect this.
 Training the Workforce and Decreasing Social Costs
 Find new ways to demonstrate our importance to economic
development using data as well as stories and examples.
 Show cost of unemployed who don’t get training
 Deregulation – Remove self-imposed barriers and focus on
performance outcomes.
2011-2013 Operating Budget Request
Additional Questions and Considerations
 Should the budget request be sized to reflect total needs of




the system, or should it be downsized to reflect the state’s
budget situation?
How will we counter the argument that since we keep doing
more with less, why should the legislature give us additional
resources?
Should the budget request take the traditional form of line
item inputs, or should a new contractual approach,
emphasizing outcomes, be taken?
Is there an opportunity in the 2011-13 budget cycle to lessen
the distinction between operating and capital budgets, and to
look more closely at how these work together?
Should we take a position on a tax increase?