Transcription
Recommended Budget2021-2022
SOUTHWESTERN OREGON COMMUNITY COLLEGETABLE OF CONTENTSFY2021-2022 BudgetUnit 41405140614081409DESCRIPTIONPage #Unit #Table of ContentsBudget CommitteeBudget MessageDeveloping the BudgetBudget CalendarBudget StructureSummary - All Funds2021-2022 Budget - All FundsGeneral Fund:General Fund SummaryProperty Tax 41331013102310431053106310731083109Fine ArtsMusicSpeechForeign LanguageEnglishHistory & Political ScienceHuman DevelopmentComputer TechnologyOffice OccupationsHonors ProgramBusinessBiological SciencesChemistryMathematicsEarth SciencesTutorialPhysicsAnthropology & SociologyPsychologyAlied Health Biological ScienceHuman Biological SciencePharmacy TechMedical AssistantEarly Childhood EdPhysical EducationNursingJustice ServiceEmergency Medical TechnicianChildcare 848588919497100101DESCRIPTIONDigital DesignRural Medical AideDental AssistingForestry/Natural ResourcesManufacturing TechMisc Instruction - FT/PT OverloadSummer SchoolTestingE-LearningCommunity EducationFire ScienceAdult & Pre-CollegeInstruction SupervisionLibraryMedia ServicesInstructional Staff DevelopmentWorkforce DevelopmentDean LDCDean CTEDean LearningStudent Services AdminStudent First StopCounseling and TestingStudent RecruitmentDisability Student ServicesMiscellaneous Student ServicesStudent RetentionNew Student OrientationSustainabilitySWOCC LeadershipIn-District High School CoordinatorGraduationBoard of EducationPresidents OfficeDevelopmentCommunicationsAssessmentGrant DevelopmentAccreditationIn-ServicePage 177180182185186187188
SOUTHWESTERN OREGON COMMUNITY COLLEGETABLE OF CONTENTSFY2021-2022 BudgetUnit 15341544155DESCRIPTIONInstitutional EffectivenessInformation TechnologiesTech Equipment ReplacementWeb SystemsFinancial Aid ServicesFinance & BudgetHuman ResourcesRetirementProfessional ServicesGeneral to College SupportEmployee AppreciationSupport Services SupervisionPlant OperationBuilding MaintenanceGrounds MaintenanceCampus SecurityCustodialOperating LoanStudent SupportStudent Aid - OtherGeneral Student EmploymentStudent Work ProgramContingency/UnappropriatedPR Taxes/Ins. ClearingStudent ActivitiesStudent Government--ASGStudent Rec Center OperationsLaker One CardSwimming (COED)Wrestling (Women)EsportsCheer-DanceGolf (COED)Wrestling (Men)Cross Country (COED)Basketball (Men)Basketball (Women)Soccer (Men)Track (COED)Volleyball (Women)Page #Unit ONSoccer (Women)Baseball (Men)Softball (Women)Athletic SupervisionAthletics PlayoffsPage l Fund - Curry County:Curry County StoreMisc Instruction - FT/PT Overload - CurryCommunity Education - CurryInstruction Supervision - CurryStudent Services Admin - CurryGeneral to College Support - CurryPlant Operations - Curry0000191121023301360140094011General Fund - Nondepartmental-Debt Service/Transfers:General Operations300Small Business Development Center300Library300Plant Operations301Operating Loan301Student Government/ASG301Student Rec 72247334801Financial Aid Fund:SummaryFed Pell AccountFed SEOG AccountFed Work Study (FWS)FWS - Community ServiceFWS - America ReadsState Opportunity GrantsOR Assist Comm/PAOregon PromiseFederal Stafford LoansFederal Plus LoansAlaska LoansAlternative LoansOutside Agency 1312313314315316317318319320
SOUTHWESTERN OREGON COMMUNITY COLLEGETABLE OF CONTENTSFY2021-2022 BudgetUnit ONPage #Financial Aid Fund - Nondepartmental-Transfers:Fed Work Study (FWS)321Special Projects Fund:SummaryGrants, Contracts, & Projects Detail323325326Reserve Fund:SummaryGeneral Insurance ReserveAthletic ReserveGeneral PurposeFitness Center ReserveVending ReserveStudent Housing ReserveOCCI ReserveDining Services ReserveNeighborhood Facility Reserve329331332335336337338339340341342Reserve Fund - Nondepartmental-Transfers/Debt neral Insurance ReserveVending Reserve343343Plant Fund:SummaryPlanned Public ImprovementsThree Year Facilities Maintenance Plan345347348349Debt Service Fund:SummaryDebt Payment Schedule351353355Debt Service Fund - Nondepartmental-Debt Service:Debt Service356Curry Campus Debt Service356Student Rec Center356Dryvit357PERS UAL357IT Equipment Lease358Energy Savings358Health & Science Bond358Unit #DESCRIPTIONInternal Service FundSummary3202Print Shop3208Motor Pool3212Mail CenterPage 61Enterprise Fund:SummaryCampus StoreNewmark Center / OperationsStudent Housing OperationsDining n Coast Culinary InstituteOCCI ExternshipsEmpire Lakes Community Building8512Enterprise Fund - Nondepartmental-Transfers/Debt Service:Campus Store40385158521853185418542855185538661Newmark Center / OperationsStudent Housing OperationsDining n Coast Culinary InstituteOCCI ExternshipsEmpire Lakes Community BuildingTrust and Agency Fund:SummaryA p p e n d i x:Salary Distribution to Multiple Cost CentersTransfers InTransfers 404405405405406407409411413414418420422
SOUTHWESTERN OREGON COMMUNITY COLLEGE1988 Newmark AvenueCoos Bay, Oregon 97420BOARD OF EDUCATIONHarry AbelMarcia JensenKen MesserleDavid BridghamMark GagnonSusan AndersonDave BassettPosition #1Position #2Position #3Position #4Position #5Position #6Position #7Term expires:Term expires:Term expires:Term expires:Term expires:Term expires:Term /30/202106/30/202306/30/2021CITIZENS’ BUDGET COMMITTEEMaria SudduthMike GaudetteSally JaeggliCal MukumotoSkaidra ScholeyTimm SlaterTenneal WetherellTerm expires:Term expires:Term expires:Term expires:Term expires:Term expires:Term 6/30/202106/30/202206/30/2023
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PRE SI DEN T’ S BUDG E T M ESSA G EFi s c al Year 2021- 22I nt r oduc ti onIt is a very challenging time for Southwestern Oregon Community College (Southwestern), all of higher education and the country as wedeal with the fallout of the COVID-19 pandemic. Last year, Southwestern went from offering approximately 100 classes by distancedelivery to more than 800 with just two weeks of prep time. We pushed back the start of spring term to assist faculty. By the end of lastspring, student headcount dropped by 50% as everyone sheltered in place to stay safe.One year later, we are starting to plan for life returning to normal. Our biggest concern as we build this budget is whether the studentswill return to campus and what the college will be allowed to do for instruction and activities in the fall. We are planning to resume to asmuch face-to-face teaching as possible, but the decisions are not up to us.As we finalize this budget, those decisions have not been made, but Oregonians have wider access to vaccinations, including ourstudents. We are hopeful that enrollment will rebound. Some aspects of college life carry on. The College successfully completed itsseven-year cycle of accreditation and was reaffirmed. The board of education approved a new mission statement in December. Thisbudget will help us move along the path toward new mission fulfillment.M I SSI O N:Southwestern Oregon Community College fulfills the educational and cultural needs of our diverse communities by providing equitableaccess to exceptional teaching and learning in a collaborative, engaging, sustainable environment, which supports innovation, lifelongenrichment, and contribution to global society.GUIDING PRINCIPLES with PROPOSED OBJECTIVESIntentional Excellence – Use objective information to guide our decisions and value all people with whom we interact.1. Demonstrate thoughtful stewardship of institutional resources, including fiscal, environmental, technological, structural, andhuman capital stewardship.2. Consistently implement, continuously evaluate, and intentionally improve systems and policies.Lifelong Learning – Cultivate the natural human need for individual growth and intellectual development.1. Provide opportunities for students to achieve their educational goals to obtain a degree, improve job skills, or seek personaldevelopment.2. Enrich lives with an active and engaged teaching and learning environment that regularly refreshes and improves curriculumand programming.9
Student Centeredness – Focus on helping students achieve their learning goals and supporting opportunities for individual success.1. Provide equipment, facilities, services and processes that are conducive to the needs of learners.2. Ensure equitable access to learning opportunities and timely completion of student learning goals.Collaborative Innovation – Build a community in the pursuit of new ideas, informed risk-taking, and entrepreneurial endeavors.1. Empower informed cross-institutional teams and involve impacted stakeholders in decision-making processes.2. Cultivate partnerships with community entities to enhance the institutional mission.Despite the lack of state funding in the last decade, Southwestern has successfully achieved our mission and meeting students’ needs.Southwestern was one of 15% of the community colleges in the nation and the only one from Oregon invited to apply for the prestigiousAspen Award in 2020. We were selected to apply solely due to our student completion data. Southwestern leads the state in studentsuccess and time to degree completion.Budgeting Building ProcessThe budget building process begins late in fall term with validating the personnel inventory. This budget is built on the same billingcredits as last year (44,000), with hope and confidence that enrollment does rebound. Enrollment in 2020-21 is decreased around 20%.As a result, the College needed to bridge a 1.4 million gap due to increases in debt service, contract obligations, enrollment and revenuedeclines due to COVID.Since Southwestern had a budget gap, we looked at open positions, retirements, and restructuring to become more efficient and meetcurrent needs while serving fewer students. The College eliminated the Instructional Research department and used the funds to create anInstitutional Effectiveness (IE) department. The IE department will help us meet mission fulfillment and address accreditation findings.One Dean of Instruction position was eliminated, and the funds re-allocated to create a coordinator of assessment in the IE departmentand create previously eliminated director position (ABE/GED and tutoring coordinator). The college is hiring four full-time faculty inBusiness/Accounting; Sociology/Anthropology; Fire Science; and Computer Information Systems. Two positions will go unfilled thisyear: Criminal Justice and Biology. The college is absorbing one nursing position into the General Fund that the Southern OregonWorkforce Investment Board previously funded. Additional budget neutral organizational changes in Office of Instruction includecombining curriculum tech and scheduler positions to create a new instructional support position. An athletic trainer position movedfrom 10 months to 11, since fall athletes will be returning to campus several weeks sooner next year than in the past as seasons arestarting earlier. The college is using additional savings to create an assistant financial aid director and assistant registrar. Elimination ofthe University Center funding after 22 years caused elimination of a UC advisor and a move of half of a dean salary to the General Fund.In the final position change, the college eliminated the campus security director position. This will allow the college to re-envisioncampus safety and emergency services, creating a risk management director position. The onset of the COVID-19 pandemic management10
crisis provided an opportunity for the college administration to better understand the changing needs for crisis prevention andmanagement related to safety, technology security and health management.Overall, the college was able to weather the past year, fiscally bridging some of the financial gap by increasing tuition and fees perCollege policy, and increasing nursing program fees for the first time in five years. The management team choose to bridge the remaininggap using Higher Education Emergency Relief Funds (HEERF). This federal assistance will ensure the college’s financial stabilityleading into the new year.General BackgroundThe College’s General Fund relies on three main funding sources: State of Oregon appropriations (FTE reimbursement) for communitycolleges, Southwestern Oregon Community College District property taxes, and student tuition and fees. The amounts received from twoof these sources – State of Oregon appropriations and student tuition and fees - are dependent on the College’s enrollments. If theCollege’s enrollments increase, these two revenues will generally increase. The amount of funding allocated to Southwestern from theState appropriation is, however, affected by the amount of funding appropriated each biennium by the Legislature, by the enrollmentlevels at all of Oregon’s community colleges, as well as the factors used in the appropriation distribution formula. Therefore, it isimportant that the College do everything possible to at least maintain, if not increase enrollments.11
SOUTHWESTERN OREGON COMMUNITY COLLEGEREVENUE SOURCES(GENERAL FUND)Other Income11%Fees12%State Support34%Tuition13%Property Taxes30%Enterprise OperationsSouthwestern’s enterprise operations include Oregon Coast Culinary Institute (OCCI), Student Housing and Summer Conferencing,Dining Services, Bookstore, and tenant services for both the Newmark Center and Neighborhood Facility. Enterprise operations aresignificant indirect support for the College with these units designed to fit together and be interdependent. The operating results of each,however, are measured on a self-sustaining basis. OCCI and Student Housing are enviable resources that many Oregon communitycolleges do not have. They both directly and indirectly support the enrollment and program initiatives that affect the College’s GeneralFund operations.12
Culinary cohorts are now working from the same day-to-day procedures, thereby reducing food expenditures via centralizedpurchasing. Recruitment restructuring now has a career and technical recruiter in place to offer a greater market focus for theseprograms. The College’s effort here is to stabilize enrollments and operation efficiencies in the ever-changing culinary industry evenmore impacted by COVID-19.Student Housing and Dining Services continue to maintain operations while navigating challenges due to COVID-19. Student Housingenrollment has been down about 75-100 students due to COVID-19 shared-room limitations and students opting to stay home. Nosummer conferences will occur for 2021 and recruitment is challenging with current COVID restrictions. The College continues tofiscally monitor and manage these enterprise operations closely while still supporting student leaning and engagement. The College hassigned a five-year lease agreement with Bay Area Hospital in the Newmark Center to house their administrative offices. Southwestern’spartnership with Columbia Pacific Maritime continues to generate FTE, with further discussion on program expansion and formalizingthe relationship with the College.Southwestern’s Business Development Center and the South Coast Development Council have co-located to the second floor of theNewmark facility with arrival of Bay Area Hospital. The College continues to seek leasing opportunities for the Family Center facility oncampus after discontinuing its Educare program in 2020.The 2021-22 BudgetSection 1Explanation of the Budget DocumentThe budget document provides a historical analysis of the College’s revenues and expenditures over a four-year period. Therefore, inresponse to Oregon Budget Law, the budget document contains the actual expenditure history of the College for FY18-19 and FY19-20,the Adjusted Budget for FY20-21, and the Proposed Budget for FY21-22.13
History of General Fund 00,0000State SupportLocal SupportTuition & Fees (Net of Waivers)14
Section 2Proposed Financial Policies and Important Features of the Fiscal Year 2021-22 BudgetCollege policy allows increasing tuition and fees in line with the Higher Education Price Index (HEPI) rate. Increases in revenue will begenerated in the following ways: Increase in Tuition from 99 to 102/credit; or 3%Increase in the Per Credit Incidental Fee from 34 to 35/credit;Increase in the Distance Education Fee from 38 to 39/class; andIncrease in the Per Course Registration Fee from 34 to 35/course.Nursing Program fees for both first- and second-year nursing students will increase to 3,900. The last adjustment made was in 2015-16.Most colleges in Oregon experienced substantial enrollment declines due to COVID-19. We are uncertain what 2021-22 will bringtherefore we budgeted at 44,000 billing credits, while hoping for a rebound in enrollment but budgeting conservatively since we don’tknow what we will be allowed to do in 2021-22.Since 2008, due to low cash reserves, the College has established a 3.5 million line-of-credit to use on an as-needed basis to meetexpenditures during the summer and early winter when revenues are minimal. Revenue from the State of Oregon and most of the localproperty tax revenue does not come in until November and January, making the line-of-credit necessary. The proposed budget makesprovisions for borrowing 3.5 million as “other income” and repaid as a “debt service” expenditure.Other FundsFinancial Aid FundThis fund was built for capacity for the estimated financial aid that will be distributed to students during the year. For FY 21-22, thebudget decreased 1.27M from FY20-21. This fund continues to award Pell Grants, State Opportunity, Direct Student Loans, FederalPlus Loans, Outside Agency Scholarships and Oregon Promise grants.Special Project FundThe Special Project Fund was adjusted to include new projects, retirement of others and increases in continuing grants. The Collegereceived CARES Act funding for students and COVID-19 expenses in the 2020-21 year. This budget includes the additional fundingof 2,432,153 of CRSSA funding that was approved in December 2020. Most of the other grants of the college have stayed staticeven during these unknown times.15
Plant FundWe completed the construction of our Umpqua Hall Health & Science Building in 2021. As classes begin in the new building, welook to secure funding for improvements to both Sumner Hall and Coaledo Hall, which will be vacant. The improvements will helprepurpose those buildings and allow the college facilities to be utilized more efficiently.Enterprise FundThe Enterprise Fund is for several self-support operations. OCCI’s budget is based on a capacity of 65 students and 34 externships forthe FY21-22. Proceeds in excess of operating expenses for OCCI are used for OCCI debt and deferred maintenance needs. StudentHousing rates were not increased for FY21-22. Maximum housing occupancy level is projected, which will result in a transfer to
Coos Bay, Oregon 97420 . BOARD OF EDUCATION Harry Abel Position #1 Term expires: 06/3
