Shoreline Community College

1. Shoreline Community College All Campus Meeting April 2, 2010

2. 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

3. 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.

4. 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

5. Office of HR & Legal AffairsBudget Reductions Positions Currently Held • Human Resources – HR Consultant Assistant 1

6. Presidents Office Assumptions • Cut to the penny ~ “Freeze” • Meet legal/contractual obligations • Accreditation • No permanent restructure

7. Presidents Office Information/Data Used • Anonymous Comments from Community • Comparative organizational structures • Operating budgets / State Allocations • Net Financial Contribution

8. Presidents OfficeBudget 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

9. Office of Academic Affairs Assumptions • Cut to the penny ~ “Freeze” • Meet legal/contractual obligations • Make FTE allocation • Accreditation • No permanent restructure • Invest strategically

10. 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

11. Office of Academic AffairsBudget 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)

12. Office of Academic AffairsBudget 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/Workforce-Restructure Shift Costs to Non-State Funds • Options under consideration

13. Office of Academic AffairsRestructure • Library, media services, eLearning Dean of IAS/SS • Parent Child Center Dean of IAS/SS • Program Chair – Library Dean of IAS/SS • Business/BusTch Dean of HO/PE • Writing & Learning center Dean of Humanities • Solar/Clean Energy Dean of Workforce • Business Accelerator Dean of Workforce • Establish Contract Training Dean of Workforce • Technology Support Service 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

14. 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.

15. 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

16. 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

17. Student SuccessBudgetReductions 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

18. Student SuccessRestructure: Student Services: One Stop

19. Student SuccessRestructure 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

20. Student SuccessRestructure 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

21. Student SuccessRestructure 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.

22. 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

23. 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

24. Administrative ServicesBudget 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

25. Administrative ServicesRestructure Financial Services • 3 positions affected • Purchasing Manager position eliminated • Fiscal Technician 2 Director of Financial Services • Fiscal Specialist 1 Director of Financial Services Budget and Internal Controls • Budget integrity, financial planning and strategic assessment • New emphasis: Revenue Generation ~ Grants and Contracts

26. 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

27. 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) on-going 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?

28. 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.

29. 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.

30. 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?