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Budget Presentation September 2009

Budget Presentation September 2009. Outline. Budget Facts Major Budget Strategies Process and Timelines Vision Institutional Priorities Next steps Q&A. CSM Budget Facts How do we spend our funds?. CSM Budget Facts Fixed vs. Discretionary Costs.

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Budget Presentation September 2009

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  1. Budget Presentation September 2009

  2. Outline • Budget Facts • Major Budget Strategies • Process and Timelines • Vision • Institutional Priorities • Next steps • Q&A

  3. CSM Budget FactsHow do we spend our funds?

  4. CSM Budget FactsFixed vs. Discretionary Costs • Historically about 95% of our total budget of covers personnel costs. Current estimate: 97% • Of this amount, approximately 70% is committed to permanent employees.

  5. CSM Budget Facts • 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.

  6. Budget Facts:Fiscal Year 2009/10 • FY 2008/09 Operating Budget: $28.3M • FY 2009/10 Operating Budget: $25.1M • Budget cut = $3.2M or 11.3% • Main Budget Balancing Strategies: • Eliminate low-enrolled sections ($1M) • Execute managed hiring ($1.5M) • Use ending balance ($700K)

  7. Budget FactsFiscal Year 2010/11 • 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% • The District is over its enrollment cap. There are no funds to add sections, and more reductions in sections may be necessary.

  8. Major Budget Strategies:The Dilemma $28.3M

  9. Major Budget Strategies:The Dilemma $22.3M

  10. Major Budget StrategiesHow will we survive? Either become hyper-efficient (MPG) OR Accept the fact that we can no longer serve as many students ( change our ultimate destination).

  11. We will need to do both

  12. Major Budget Strategies:Factors beyond our control • 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.

  13. Major Budget Strategies:The Plan • 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, high-cost programs. • Execute managed hiring round II if necessary.

  14. Process and Timelines • No “summer surprise” • Some budget strategies already approved by BPC. • Administration has developed preliminary recommendations. • Semester start – additional analysis • Use college shared governance structures.

  15. Process and Timelines

  16. Process and Timelines

  17. CSM Committee Structure

  18. Major Budget Strategies:If we fail to act Bankruptcy CSM = College of Sacramento

  19. What is our vision?

  20. “Warnecke 2.0” = “CSM 2.0”

  21. VisionWhat does “CSM 2.0” Look Like? • 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.

  22. VisionWhat is our primary identity? • 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 well-prepared 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.

  23. VisionHow do we get there? It is no use saying “We are doing our best.” You have got to succeed in doing what is necessary. ---Winston Churchill

  24. Institutional Priorities • Student Success • Academic Excellence   • Relevant, High-Quality Programs and Services • Integrated Planning, Fiscal Stability, and the Efficient Use of Resources • Institutional Dialog

  25. Q&A

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