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 Affairs Budget 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 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

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 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)

12. 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/Workforce- Restructure Shift Costs to Non-State Funds Options under consideration

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

18. Student Success Restructure: Student Services: One Stop

19. 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

20. 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

21. 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.

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 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

25. Administrative Services Restructure 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?