Transcription
Financial & Tuition UpdatesFY 2019-2021PCC Board – Work SessionDecember 19, 2019
Institutional Reinvestment Why do it? Help achieve equitable student success and reduce disparitiesin student outcomes.Increase student completion rates.– 3 year graduation rates – monitored by race and ethnicity.– Course completion rates – monitored by race, gender, and subjectarea.– Pass rates in preparatory courses – monitored by race, ethnicity,gender, and first or lowest-level course such as Writing 121 and Math95.
Institutional ReinvestmentWhy do it? Reduce the cost of attendance and additional costs that aredisproportionately borne by marginalized communities.– Create better pathways to complete, including earning an Associate’sdegree in two years.– Reduce the costs associated with enrolling in preparatory courses thatdon’t count toward a degree.– Reduce the number of repeated courses. (Those not successfullycompleted the first time around.)– Preserve student financial aid eligibility.– Reduce student debt.
Institutional Reinvestment – Key Strategies Hire more full-time faculty. Commit to key staff positions that highly impact students. Invest in data collection and measurement to inform decisionmaking. Ensure that we remain compliant and minimize risk. Organize ourselves in a way that best serves students. Stay current with technology. Invest in faculty and staff through professional developmentopportunities.
InstitutionalReinvestmentFY2019-2021(Estimated) New Funds @ 640.9 Oregon Community College Support Fund (CCSF)New Full-Time Faculty (FY'20)/3 Part-Time Faculty Conversions to Full-Time (FY'21)TLC College- CoordinatorPathways to Opportunity Coordinator4 Compliance Related PositionsData Capacity - Institutional EffectivenessSubtotal - StaffingReorganization Study OutcomesOregon Manufacturing Innovation Center - Operating Costs (FY'21)ONLINE D2L ReplacementIncrease in President Contingency FundManagement/Professional Development Plans 22,426250,000400,000620,000500,000200,000Subtotal - Other Reinvestment Needs 1,970,000Total Reinvestment Costs - From New FundsOther Potential Reductions to CCSF:Administration/Confidential - Salary & Structure IncreasesTotal Costs 4,492,426 2,336,3476,828,773Total Potentially Available for Other Uses**Some may be necessary for a FY'19-'21 enrollment cushion due to declining FTEALL COSTS ARE ESTIMATED 9,971,227
(Estimated) New Funds @ 640.9 Oregon CommunityCollege Support Fund (CCSF)InstitutionalReinvestmentFY2019-2021Staffing NeedsNew Full-Time Faculty (FY'20)/3 Part-Time FacultyConversions to Full-Time (FY'21)TLC College- CoordinatorPathways to Opportunity Coordinator4 Compliance Related PositionsData Capacity - Institutional EffectivenessCommentsEquitable distribution of new full-time faculty postionsacross the four campuses with an emphasis on CareerTechnical Education.Teaching & Learning Center Coordinator will coordinateand develop college-wide activities & training aroundteaching and learning excellence in collaboration withthe campus Teaching and Learning Centers, Professionaland Organization Development, and Office of Equity &Inclusion.Advance PCC's Pathways to Opportunity initiativefocused on increasing access to federal, state, and localbenefits to increase college access and completion forlow-income students. Will collaborate with colleaguesacross the district to (1) increase benefit awareness andstudent access (2) align and build on existing efforts thataddress food and housing insecurity (3) identify trainingneeds for faculty and staff. A key deliverable will be toimplement Single Stop, a benefit and resource screeningapp.Positions required by the institution in order to mitigaterisk and stay compliant with federal and staterequirements: (1) Chief Information Security Officer (2)Title IX Investigator (3) Clery Compliance Specialist (4)HR RepresentativeResources to be used to build data and technologycapacity and expand data literacy. Develop a plan toimprove data to inform decision-making.
InstitutionalReinvestmentFY2019-2021Institutional NeedsReorganization Study OutcomesInitial costs in FY'21 associated with implemention ofcollege-wide organizational study.Oregon Manufacturing Innovation Center - OperatingCosts (FY'21)First Year Operating Costs for OMIC Center in ColumbiaCounty. Operational/Maintenance costs to be built intofuture biennial budgets.ONLINE D2L ReplacementTo cover replacement costs for online learning resourcesand D2L platform, including training.Increase in President’s Contingency FundManagement/Professional Development PlansPresident's Discretionary Fund for Special Projects andEmerging Needs. Funds will be used for StrategicPlanning expenses and expenses related to investigatingapplied baccalaureate degree programs. Supports Menof Color Center of Excellence and Sustainability (ClimateAction Fund).Plan provides professional development and Diversity,Equity, and Inclusion training to Executive Leadership(Cabinet), New Managers, Mid-Level Managers, andAspiring Leaders (LEAD Academy)
Questions On Reinvestment(District Student Council) Men of Color Program: How is this being ensured at every campus if there isdedicated funds in contingency for it? RC had to cut theirs.Is the 500,000 in President Contingency fund itemized? What are theitemizations? How much funds are in this and what are the itemizedallocations?Why wasn’t an Online Learning Software included in the college budget?What is the college projecting decline in enrolment for next biennium?How is the budget office planning going to continue to include COLA increases?How is the budget office working with the strategic plan to ensure the college isprioritizing for top value IE, equity, and sustainability?
Other Questions on Reinvestment?
Tuition Rollback Considerations Need to balance any tuition rollback with reinvestment strategies and criticalneeds.Ensure sufficient funds are available to cover the agreements with theFederation of Classified Employees and the Federation of Faculty andAcademic Professionals for a four-year term.Understand that there is less flexibility in the current biennial budget than inprevious years should unforeseen circumstances arise.Preserve unappropriated ending fund balance (“reserves”) in accordancewith board policy, and build reserve for long-term investments including anenterprise resource planning system.Understand that any rollback is only a limited measure for FY’21.
Oregon Community CollegeTuition and Fees 2019-2020
In-District2019-2020Community CollegeBlue MountainLaneMt. HoodOregon CoastRogueUmpquaSouthwesternColumbia GorgePortlandTreasure ckamasTillamook BayStatewide AverageTotal AnnualTuition andFees 6,188 6,099 5,912 5,895 5,895 5,873 5,859 5,715 5,681 5,625 5,492 5,486 5,389 5,265 5,175 5,079 4,995 5,625Tuitionper credithour 108 118 115 115 112 101 96 107 116 102 103 113 106 105 91 103 100 107Tuitionfor15 credithours 1,620 1,770 1,725 1,725 1,680 1,515 1,440 1,605 1,740 1,530 1,545 1,702 1,590 1,575 1,365 1,545 1,500 1,598Feesfor15 credithours 443 263 246 240 285 443 513 300 154 345 286 127 206 180 360 148 165 266
In-District2019-2020In-District Annual Tuition and Fees 7,000 6,000 5,000 4,000 3,000 2,000 1,000 0
International2019-2020Community tlandColumbia GorgeMt. HoodOregon CoastClatsopKlamathBlue MountainRogueUmpquaTreasure ValleyTillamook BaySouthwesternStatewide AverageTotal AnnualTuition andFees 14,524 13,337 12,796 12,774 12,555 11,756 11,610 11,222 10,800 9,720 9,002 8,618 7,020 6,593 6,075 5,895 5,859 10,009Tuitionper credithour 309 295 334 274 255 251 238 250 224 357 211 324 375 218 217 120 288 267Tuitionfor15 credithours 4,635 4,425 5,010 4,110 3,825 3,765 3,570 3,750 3,360 5,355 3,165 4,860 5,625 3,270 3,255 1,800 4,320 4,006Feesfor15 credithours 206 263 127 148 625 154 300 246 240 180 286 443 285 443 345 165 513 292
International2019-2020 International / Highest Rate Annual Tuition and Fees 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2,000 0
Dec 19, 2019 · degree in two years. – Reduce the costs associated with enrolling in preparatory courses that don’t count toward a degree. . (CCSF) 16,800,000 New Full-Time Faculty (FY'20)/3 Part-Time Faculty Conversions to Full-Time (FY'21) 1,200,000 TLC College- Coordinator 150,000 Pathways to Opportunity Coordinator 200,000 .
