North Seattle Community College All College Meeting October 26, 2011

1. North Seattle Community CollegeAll College MeetingOctober 26, 2011

2. Agenda • Budget Development Process for 2012-13  Mark & Monty (20 minutes) • Q & A  Mark & Monty (20 minutes) • Student Administrative Council Constitution Vote  SAC (5 minutes) • International Programs  Mary Acob Nash (5 minutes) • Strategic Initiatives  Co-chairs (20 minutes) • Advancing Student Success: Alice Melling, Elinor Apel • Building Community: Heidi Stuber, Toni Bajado • Excelling in Teaching and Learning: Terry Cox, Pete Lortz • Year of Learning  Jane Harradine (5 minutes) • Kudos for Colleagues (5 minutes)

3. It is budget time for FY 2012-13

4. How did NSCC do in the FY 2011-12 budget?

5. Background:In FY 2011-12 $5 billion in cuts were made in the state budget.NSCC had planned for $1.89 million in cuts.Actual cut was $2.06 millionNSCC planned fairly well. The deans did a particularly good job.

6. July 1, 2011NSCC started FY 2011-12 with a balanced budget, THEN . . .

7. Revenue forecasts in September did not hold up!Revenues were predicted to be $1.4 billion short for the biennium.To maintain state reserves, the required cuts grew to $2 billion.64% of the state General Fund Budget is protected by federal and state law.

8. $8.7 billion of the General Fund Budget is not protected.The $2 billion worth of cuts to balance the state budget for the rest of the biennium has to come from the $8.7 billion unprotected group. That equals a 23% cut impact to the unprotected group. Higher Education is in the unprotected group!

9. The governor will prepare a plan in late October that will have hard choices inthe social service safety net, public safety, healthcare and education.November 17th is the next revenue forecast. The next milestone in the process.The Legislature was called into special session on November 28th to deal with the supplemental budget reductions.

10. What is a Supplemental Budget?Each year the legislature considers changes to the biennial budget. Such changes represent mid-course corrections to the two-year spending plan. A shortfall in revenue collections would trigger spending adjustments.

11. Something is coming our way!

12. So, what do we do to prepare?

14. That is not an option!

15. We develop a broad plan and we get ready to . . .

17. The district has instructed all 3 presidents to prepare budget plans that reflect potential cuts from 15% to 20% for the biennium.Impacts* on North: 15% equals $2.05 million 20% equals $2.73 million* Estimatesdo not include tuition increase in FY’12-13

18. The president will outline a collaborative budget development process to prepare for the supplemental budget reductions and the FY 2012-13 budget.

19. President Mitsui

20. NSCC Budget Development Process 2012-13

21. Legislative Strategy • Work for more revenue • Work to maintain revenue • Work to minimize loss of revenue

22. College Council Budget Development Criteria (2010) • Alignment with mission, core themes and strategic plan • Comprehensive offerings (transfer, prof-tech, dev-ed, basic skills) • Consolidation of functions across district • Emphasize self-support • Vertical cuts • Consider privatization

23. Budget Development Process Objectives • Involve as many employees as possible • Generate innovative budget ideas • Balance the budget for 2012-13 in a manner that allows us to accomplish our mission, core themes and strategic plan

24. A Combination of Strategies

25. Budget Reduction Strategies • Cuts • Cost shifting • Lapsed salary savings • Alternative revenue • Efficiencies • Reserves • Other

26. Budget Development Strategies Cuts  This strategy refers to eliminating or reducing programs/departments/activities, positions, goods and services expenditures, etc. from the college’s state budget.

27. Budget Strategies, cont’d • A word about “cuts only” budgets • Responsibility for making decisions regarding cutting programs/departments/activities is with the administration, E-Team and ultimately, the president. • That being said, Great Input = the Best Decisions • To minimize the awkward nature of this discussion, VPs/deans may approach group discussion by focusing on the criteria for cuts, for example.

28. Budget Strategies, cont’d Cost shifting  This strategy will refer to shifting costs from state funds to non-state funds. An example is moving a state-funded position to a fee budget.

29. Budget Strategies, cont’d Lapsed salary savings  This strategy refers to positions that are vacated (e.g. early retirement, people moving to another job outside of the college, etc.) and not filled. If the vacant position is eliminated, it will be considered a “cut”. If not, it is considered “lapsed salary savings”.

30. Budget Strategies, cont’d Alternative revenue  This term refers to expanding or developing innovative new sources of revenue. Traditional sources include tuition, grants and contracts (i.e. International students, Running Start, contract training), rentals, fees, fundraising, etc.

31. Budget Strategies, cont’d Efficiencies  These are changes in procedures, processes or practices that allow us to perform core functions despite budget cutbacks. An example is a redesign of the campus-wide configuration of office support positions or the district-wide structure for IT.

32. Budget Strategies, cont’d Reserves  This term refers to use of our reserve budget. We currently have a requirement to maintain a 5% reserve.

33. Budget Strategies, cont’d Other  This category is for new ideas and strategies that do not neatly fit into one of the categories above.

34. Budget Development Process • Even though this is a year of budget reductions, departments/divisions and committees can still request new funds. • Budget requests from campus committees.

35. Summary of Budget Development Strategies

36. Budget Development Process

37. Inputs

38. Budget Development Timeline(subject to change) • Budget Process Kickoff  October 26. VP’s and deans determine how budget discussions will occur in their areas. • Discussions occur across campus Oct – Feb • Budget “Brainstorm” event on November 18.

39. Budget Development Timeline (cont’d) • Campus-wide discussion on program unit/department/activities reductions or eliminations (or discussion on criteria for these decisions) completed by end of December 2011 or Jan 2012 (in order to provide adequate time for discussions mentioned below). • Discussions on potential program unit/department/activity reductions or eliminations will involve district HR, college leadership and unions begins Feb 2012. If positions are eliminated, this provides some lead time for affected individuals.

40. Budget Development Timeline (cont’d) • Budget strategies and proposed budgets prioritized by VP’s and submitted to E-Team beginning of February 2012 (minus cuts being discussed with unions). • Proposed budgets for key campus committees sent to E-Team and president by beginning of February 2012.

41. Budget Development Timeline (cont’d) • Budget Technical Team assesses feasibility of strategies and proposed budgets by end of February 2012 • E-Team and president discuss budgets and strategies during March of 2012. There will be some “back and forth” dialogue between the president, E-Team and the campus. The president with input from E-Team makes final budget decisions. Target date is the end of April, 2012.

42. Budget Development Timeline (cont’d) • Budget Technical Team examines feasibility of draft budget, early May 2012 • College Council reviews budget for alignment with criteria, mid May 2012 • E-Team and College Council co-sponsor campus budget hearing, early June 2012 • College-wide evaluation of budget process end of June 2012

43. Budget Idea Form • While your active participation in budget discussions is preferred, you can also submit your ideas by using this form. Please send your completed form to the President's Office. Forms will be accepted throughout the budget development process. Please submit one idea per form. • Section One • How would you categorize your idea? Please check the box. Budget Cut – Reducing or eliminating state-funded positions, departments, programs, activities, travel, goods and services, etc. • Cost Shift – Moving state funded expenditures to fee, grant or contract funded budgets. • Lapsed Salary Savings – These are positions that are open due to retirement or people moving to another job and are not filled. If the position is eliminated, it is a budget cut. If the position is maintained but not filled it is a lapsed salary. • Increasing Non-State Revenue – This refers to innovative ways of increasing new or expanded non – state revenue sources. • Efficiencies – This refers to new ways of doing our work in a manner that is more efficient and effective. • Other – Your idea does not fit into any particular category. • Section Two • Please describe your budget idea below. • ________________________________________________________________________________ • ________________________________________________________________________________ • ________________________________________________________________________________ • ________________________________________________________________________________ • ________________________________________________________________________________ • ________________________________________________________________________________ • While your active participation in budget discussions is preferred, you can also submit your ideas by using this form. Please send your completed form to the President's Office. Forms will be accepted throughout the budget development process. Please submit one idea per form. • Section One • How would you categorize your idea? Please check the box. Budget Cut – Reducing or eliminating state-funded positions, departments, programs, activities, travel, goods and services, etc. • Cost Shift – Moving state funded expenditures to fee, grant or contract funded budgets. • Lapsed Salary Savings – These are positions that are open due to retirement or people moving to another job and are not filled. If the position is eliminated, it is a budget cut. If the position is maintained but not filled it is a lapsed salary. • Increasing Non-State Revenue – This refers to innovative ways of increasing new or expanded non – state revenue sources. • Efficiencies – This refers to new ways of doing our work in a manner that is more efficient and effective. • Other – Your idea does not fit into any particular category. • Section Two • Please describe your budget idea below. • ________________________________________________________________________________ • ________________________________________________________________________________ • ________________________________________________________________________________ • ________________________________________________________________________________ • ________________________________________________________________________________ • ________________________________________________________________________________

44. Framework for Budget Discussions

45. Q & A

46. Student Administrative Council Constitution

47. International Programs In-bound International Students F-1 and M-1 student visas Out-bound Study Abroad: NSCC domestic students and Global Impact

48. Mission • Services: Personal, immigration and academic needs • Commitment to globalizing our students, preparing them for a global workforce • Alternative source to state-funded revenue

49. Numbers Fall 2011 NSCC International Programs 46 countries represented 744 enrolled (Fall 2010 was 630)  18% increase 557 accepted; 280 enrolled (includes transfer students  50% arrival rate 207 in high school completion (dual degree AA conversion) 210 ESL (Fall 2010 was 132) 534 college-level (Fall 2010 was 498) 40% of new students from agents

50. Committed to Collaborative Work • Example of a working model • Faculty, Student Services and IP • Study Abroad