Planning and Budget Development Forums. November 14 and 16, 2017

Transcription

1 Planning and Budget Development Forums November 14 and 16, 2017

2 Planning and Budget Development Describe annual planning and resource allocation process o Increase awareness o Discuss year-round planning Highlight some changes for this year o New strategic initiatives o New template for planning and resource allocation requests 2

3 Planning and Budget Development Planning and Budget Committee Members Maria Biddenback Faculty Co-Chair Paul Gospodarczyk Academic Senate Rep. Robert Parker District Co-Chair Robert Harris Administrative Rep. Steven Balassi Academic Senate Rep. Maricel Ignacio Academic Senate Rep. Debra Beechtree Classified Rep. Pablo Leon ASNVC Rep. Rhue Bruggeman Academic Senate Rep. Christine Palella Academic Senate Rep. Matt Christensen Director, Facilities Erik Shearer Interim Vice President, Instruction Oscar De Haro Asst. Superintendent/ Vice President, Student Affairs Diane Van Deusen Academic Senate Rep. Aaron DiFranco Academic Senate Rep. Mary Williams Academic Senate Rep.. David Ellingson Academic Senate Rep. Howard Willis Administrative Rep. Bob Freschi Academic Senate Rep. Marian Wouters Classified Rep. Vacant ASNVC Rep. 3

4 Budget Center Managers Amanda Badgett Academic Senate Charo Albarran Human Resources Ken Arnold College Police Carollee Cattolica Office of Institutional Advancement Dianna Chiabotti Business & Computer Studies Career Tech Ed & Workforce Development Small Business Development Center Technical Division Matt Christensen Facilities Services Reproduction Services Oscar DeHaro DSPS - Support Services Health Services Student Activities Umoja Student Affairs Jessica Erickson Admissions & Records Lissa Gibbs Community Services Classes Upper Valley Campus Cathy Gillis Writing Center 4

5 Budget Center Managers Bob Harris Athletic Director Criminal Justice Training Center Health Occupations Division Physical Education Division Eric Houck Institutional Technology Kristie Iwamoto Faculty Association Ron Kraft Board of Trustees Phi Theta Kappa Superintendent/President's Office Joseph Latunski Business & Finance Mechele Manno Humanities Performing Arts Visual Arts Patti Morgan Financial Aid & EOPS Ben Quesada ASNVC Mike Rayford Classified Senate Christina Rivera Puente Rene Rubio Mesa Jolie SanClair Welcome Center 5

6 Budget Center Managers Rebecca Scott DSPS - Instruction Language/Developmental Studies Division Learning Resources Teaching & Learning Center Bob Van Der Velde Science & Mathematics Division Social Sciences Division Maria Villagomez Dean of Instruction Darrell Whitacre Child Development Center Foster Care Howard Willlis Career Counseling Human Services Program Transfer Center Robyn Wornall Research Planning & Institutional Effectiveness 6

7 Planning and Budget Development Institutional Strategic Plan Timeline Draft Strategic Plan approved by Planning Committee 5/5/17 Draft Strategic Plan presented to the Board of Trustees 5/11/17 Board provides feedback on Strategic Initiatives RPIE incorporates Board & Campus feedback into new draft of the Strategic Plan Summer/Fall 2017 Planning & Budget Committee reviews new draft on 9/22/17 work group appointed to finalize draft language Planning & Budget Committee approves final draft of Strategic Plan on 10/27/17 Approved final draft of Strategic Plan presented to campus community 10/31/17 Approved final draft of Strategic Plan presented to the Board of Trustees 11/09/17 7

8 Institutional Strategic Plan Five Strategic Initiatives 1. Work with local educational partners to promote opportunities at NVC and equip incoming students with the skills and resources needed for college success 8

9 Institutional Strategic Plan Five Strategic Initiatives 2. Engage NVC students and assist in their progress towards educational and job training goals 9

10 Institutional Strategic Plan Five Strategic Initiatives 3. Increase NVC student achievement and completion of educational and job training goals 10

11 Institutional Strategic Plan Five Strategic Initiatives 4. Ensure the fiscal stability of NVC as it transitions to a community supported district 11

12 Institutional Strategic Plan Five Strategic Initiatives 5. Enhance collaboration between NVC and community & civic partners 12

13 Budget Values and Assumptions I. Integration to Planning The NVCCD Tentative and Final Budgets will be developed consistent with the Annual Planning and Budget Process that has been approved through the institution s shared government processes. As resources allow NVCCD will fund priorities consistent with area plans. 13

14 Budget Values and Assumptions II. Fiscal Stability The Board of Trustees is committed to ensuring that financial resources are sufficient to support and sustain student learning programs and services, college operations, and institutional effectiveness. Board Policy 6200 Budget Preparation, compliance with the State Chancellor's fiscal monitoring requirements, and Title 5 regulations related to principles for sound fiscal management, ensure fiscal stability and integrity. The Budget including all sources and uses of funds should be developed on the basis of projected revenue and expenditures in order to avoid deficit spending. The Board of Trustees may consider using a portion of the ending balance to fund one-time expenditures that are consistent with institutional goals and objectives. Investment to support the development of alternative forms of ongoing revenue may be made if consistent with the College s strategic plan. In keeping with the Chancellor s Office directive regarding maintenance of reserves, NVCCD has historically maintained a 5% reserve. To ensure NVCCD s ability to avoid cash flow shortages and as required by the Chancellor s Office Institutional Effectiveness Partnership Initiative, the Budget Committee recommended establishing a 12% reserve to cover two months of payroll. Projections for reflect maintenance of a 13% reserve. 14

15 Budget Values and Assumptions III. Personnel The District is committed to the concept that all employee groups (Administrative, Faculty and Classified staff) play an important role in educating and serving students and all employees will be respected and valued for their contributions to the success of students. As a result, whenever possible, restructuring positions and/or programs, transfers of existing staff, and delays in hiring will be considered in order to support the fiscal stability of the District. Every vacancy will be analyzed to determine the extent to which the position is essential to college operations. The use of temporary, hourly employees will be limited to short term assignments during peak periods, or in the absence of permanent staff essential to maintain educational programs and basic services. The District will use actual costs for current employees and mid-range estimates for vacant positions when developing the baseline budget for salaries and benefits. Increases will be added based on contractual obligations for wages and estimated escalation assumptions for benefits. 15

16 Budget Values and Assumptions Legal Mandates, Contractual Requirements, and Grants and Categorical Funding IV. Legal Mandates - The District will meet all legally mandated (state and federal) obligations. The District will meet the legal requirements of the 50 percent law and faculty obligation number (FON). V. Contractual Requirements - The District will honor all financial commitments resulting from any negotiated collective bargaining agreements and ongoing contractual obligations. VI. Grants and Categorical Funding - Grant applications will be carefully reviewed to ensure that the required deliverables are consistent with the mission and strategic plan of the college. Whenever possible, grants should include funding to reimburse the District for administrative overhead expense and should not obligate the District to ongoing expenses after expiration of the grant funding period. Match or effort considerations must also be considered when considering the grant package. Categorical funding will be spent consistent with the program purpose. Flexibility in program funding (block grants) will be considered as a component of the planning and budget process. 16

17 Planning and Budget Development Planning and Budget Development Template UNIT LEVEL DEAN/SUPERVISOR LEVEL Program(s)/Service(s) Unit-Level Unit-Level Measure/ ON GOING/ Strategic Initiative Involved in Initiative Initiative Indicator of Success DESCRIPTION of REQUEST TYPE ESTIMATED COST ONE TIME Who (which units) is/are involved in initiative? What is the initiative? Why is the initiative being undertaken? What results/outcomes do you expect to What do you need to implement achieve? How will you measure initiative? success? 17

18 Planning and Budget Development Base Budget Rollover Budget from Two types of requests for additional funds Augmentation Request and Operational Request Augmentation Request relates to Strategic Initiatives Operational Request relates to increases in cost of doing business 18

19 Your Role In Planning How to Get Involved Review existing plans (institutional and program levels) and recent performance data Develop plans at unit level focus on strategic initiatives (new, improvements) Identify resources needed to implement those plans Draft unit plans addressing each required component in the template (map to 1 of 5 established priorities, measure of success, sources of each initiative who, what, and why) 19

20 Process Timeline 11/14 and 11/16/17 - Annual Planning & Budget Campus Forums 11/16/17 Template is available on Planning and Budget Committee website 2/26/18 Last date to submit completed Planning and Budget Development Template to the President or Vice Presidents (for Area Council Review) 4/6/18 President & Vice Presidents submit prioritized lists from Area Councils to President s Cabinet 4/25/18 President s Cabinet finalizes budget request priority list 4/26/18 President s Cabinet sends recommendations to the Business & Finance Office for compilation May 2018 Public forum on the Tentative Budget (followed by Planning and Budget Committee meeting to approve and forward to President) 20

21 Planning and Budget Development 21