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Board Retreat

Recommendations to develop a balanced budget strategy with ongoing revenues and prudent reserves for long-term financial commitment. Address funding for retiree health benefits.

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Board Retreat

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  1. March 15, 2015 John Lau, VP for Business Services Board Retreat

  2. “In order to meet the Standard, the team recommends the College develop a financial strategy that will result in balanced budgets that have ongoing revenues to meet or exceed its ongoing expenditures without the use of reserves; maintain the minimum prudent reserve level; and address funding for its long term financial commitment and its retiree health benefit costs.” ACCJC letter, July 3, 2013 College on warning status

  3. The College does not appear to be a going-concern and unless significant modifications occur the college will be insolvent. The Commission should monitor this situation to determine actions taken to reduce the permanent fixed cost structure as described earlier. ACCJC letter, February 7, 2014 Accrediting Commission Financial Reviewer Panel Report

  4. FTES Revised page 4 of Board Retreat PowerPoint 3-15-14

  5. Revenue/Expenditure Projection Scenario 1 -rollover of current negotiated agreements with step increases

  6. Funding of OPEB Liability

  7. Rollover current negotiated agreements including step increases Scenario 1

  8. Rollover current negotiated agreements - no step increases Scenario 2

  9. Rollover current negotiated agreements including step increases for all groups except Classified. (Classified salaries projected at Last, Best and Final Offer with step increases) Scenario 3

  10. Rollover current negotiated agreements no step increases Classified salaries projected at the Last, Best and Final Offer with no step increases Overload rate at $50 in 2016-17 Scenario 4

  11. State Apportionment Deficit Factor

  12. AB 86 Transfer Model Criteria Topics for Future discussion

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