FCMAT MATRIX January Page 1

Transcription

1 () () () PRORTY FCMAT REPORT OF PROGRESS N RESPONSE TO RECOMMENDATONS January 31, Highest Priority implementation must be underway ASAP High Priority implementation must begin soon but will take more time Lower Priority implementation timeframe not yet established CATEGORY FCMAT RECOMMENDATON ACTON TAKEN TO DATE REMANNG ACTON COMPLETON Fiscal Health Analysis (FCMAT page 11) 1. ncrease funding for the future cost of retiree health benefits using a structured plan rather than on an ad hoc basis. 2. f funds become available, consider funding its outstanding workers compensation claims in advance of the current 25 year amortization plan. Plan submitted to BOT January designed to reach full funding of employer share of the Annual Required Contribution (ARC) in eight years (FY ). Actuarial data has been upd and the internal funding rate for this cost has been increased. District is currently negotiating with labor unions for a similar employee share over the same period of time (currently being reviewed by our actuary). Fall 2012 Multiyear Financial Projection (FCMAT page 19) 1. Ensure that any additional revenue or savings that materialize are used first to improve its fund balance 2. Develop a plan now for the scenario in which both November 2012 tax measures fail. Plan submitted to BOT in January designed to achieve restoration of fund balance to exceed the five per cent minimum threshold with the adoption of the 14 budget. Scenario options were created for passage/failure of Prop 30 and Prop A. Discussions within the collective bargaining arena began well in advance of the November 2012 election. Both tax measures were approved by the voters. However, the college still faces financial problems as a direct result of lower enrollment in both Fall 2011 and Adoption of the FY 14 budget that includes a fund balance that exceeds a 5% minimum threshold. Enrollment is now monitored on a daily basis and translated into fiscal impact for college leaders. March Tentative Budget June Final Budget Fall 2012 FCMAT MATR January 31 Page 1

2 PRORTY CATEGORY FCMAT RECOMMENDATON ACTON TAKEN TO DATE REMANNG ACTON COMPLETON Fall 2012 Multiyear Financial Projection (FCMAT page 19) 3. Become more aggressive in reducing expenditures by implementing ongoing budget adjustments to avoid insolvency. 4. Plan for and make permanent reductions to balance its FY 14 budget. Spending for FY was reduced substantially, but did include onetime measures. The forecast for spending is below the adopted budget. To address the loss of apportionment that is likely in due to low enrollment, the college has reduced spending by enacting midyear wage reductions for certificated employees and by laying off a number of classified employees. The District has identified additional ongoing spending reductions for 14 that require negotiations. These negotiations have already begun. Ongoing reductions will occur in 14. Conclude negotiations in time for the 14 budget. 5. Take a very conservative position with its tentative and adoption budgets, and limit spending to an absolute minimum until the November election results are known. Any savings can be used to help address a worstcase scenario in the current year. 6. f the election results are positive, CCSF should assess the situation and then develop a plan to restore the ending fund balance and to fund ongoing obligations such as retiree health benefits and workers compensation. 7. Before adding any new discretionary costs to the budget, identify a reasonable level of resources to commit to capital outlay from the operating budget, beginning in fiscal year 14. Conservative positions were taken with budget assumptions. However current data shows it is not likely that the District will achieve its base enrollment target for Plan submitted to BOT in January that designed to achieve these results. Plan submitted to BOT in January that designed to achieve these results. Additional concessions are currently being negotiated to protect against this potential loss of revenue. The District is prepared to act unilaterally to achieve current year savings if agreements cannot be reached. January January FCMAT MATR January 31 Page 2

3 PRORTY CATEGORY FCMAT RECOMMENDATON ACTON TAKEN TO DATE REMANNG ACTON COMPLETON Multiyear Financial Projection (FCMAT page 19) 8. Evaluate all requests for categorical program subsidies against all other uses of unrestricted general fund monies and along with CCSF s other priorities. 9. Subsidies should not be provided without analysis and discussion. 10. Ensure that multiyear projections include all cost increases such as those for retiree health benefits, utilities, normal step and column movement, employee benefits, and payroll. f a shortage occurs after including these items, either identify an ongoing revenue source and/or implement permanent cost reductions. While some reductions have already been made, the current nterim Vice Chancellor for Student Services is reviewing subsidies for categorical programs and will be recommending cost reductions for both and 14. Results of the Vice Chancellor for Student Services review will be brought to the senior management team prior to being submitting to the Board of Trustees for adoption. Current three year model includes all of suggested cost increases. Recommended categorical program cost reductions. Recommended categorical program cost reductions. The model will be upd based upon the Governor s January proposed budget. March March Feb Staffing and Operational Costs (FCMAT page 23) 1. Through the collective bargaining process, address the issue of adding steps to the classified salary schedule. 2. For SEU, Consider combining or eliminating part time positions, or negotiate a benefit structure under which employees qualify for partial benefits only if they work 20 hours or more (a higher threshold could be selected) per week. 3. Consider negotiating to eliminate contract provisions that are out of the ordinary and that increase costs, or for which costs are difficult to quantify or anticipate, such as the SEU contract provision for wellness payments. Negotiations have already begun; this item is included in management s proposal. Human Resources is seeking to identify opportunities for consolidation of part time positions. The partial benefits issue requires additional legal analysis with respect to the controlling provisions of the San Francisco Charter. Negotiations have already begun; this item is included in management s proposal. Additional legal analysis regarding the controlling provisions of the San Francisco Charter. FCMAT MATR January 31 Page 3

4 PRORTY CATEGORY FCMAT RECOMMENDATON ACTON TAKEN TO DATE REMANNG ACTON COMPLETON Staffing and Operational Costs (FCMAT page 23) 4. Consider negotiating reductions to the contract provisions that provide classified staff with substantial paid time off, a 37.5 hour workweek, and high levels of accrual for vacation and compensatory time. 5. Through the collective bargaining process, negotiate to align staffing with available resources and the college s need to reorganize programs and course offerings. 6. Analyze the cost effectiveness of noninstruction related release time to determine if duties performed are essential or could be done by others. Eliminate this release time when possible, and negotiate reductions if required. 7. Consider negotiating reductions to the AFT contract provisions that provide benefits and compensation that may not be sustainable in the current economic environment, including compensation for tenure review committee members and mentors and generous categories of employee leave. 8. Negotiations for fiscal year have been completed, with saving achieved via wage reductions and layoffs. n January the District will negotiate to reduce ongoing costs for all bargaining units, including SEU, AFT and department chairs beginning in fiscal year 14. This could include rolling back pay schedules, reducing the cost of health benefits, reducing the cost per hour for part time faculty, and/or reducing or eliminating the cost of part time faculty health benefits. Negotiations have already begun; this item is included in management s proposal. As reorganization proposals are developed, Human Resources will seek to realign staffing. This may not always require negotiations. The Office of instruction gathered and analyzed extensive data. Substantial reductions have been implemented during Savings are evident in the most recent forecast of spending. Negotiations have already begun; this item is included in management s proposal. Negotiations have already begun with each of these units; these items are included in management s proposal On going analysis of all reorganization proposals to ensure realignment of staff to support the reorganizations. Continuous analysis Fall 2012 On going negotiations Fall On going negotiations Fall FCMAT MATR January 31 Page 4

5 PRORTY CATEGORY FCMAT RECOMMENDATON ACTON TAKEN TO DATE REMANNG ACTON COMPLETON Staffing and Operational Costs (FCMAT page 23) 9. Develop and implement accounting protocols that enable it to determine the full cost of operating each of its nine main sites. 10. Develop criteria to help evaluate the cost effectiveness and service requirements of the college centers to determine the best future use for them. 11. Develop criteria to eliminate some of the outreach locations where few courses are offered. Criteria might include items such as cost benefit, logistical considerations, ability to manage the site, and availability of courses at a nearby location. 12. Change its descriptions of its off campus locations to be consistent with the CCCCO s definitions for them. 13. Account for expenditures by both location and function to provide more detailed data for decisions that affect future budgets. 14. Reduce the number of full time faculty through attrition. The College s 14 budget will include the use of location codes for all personnel expenditures. Much work has already been done for to separate costs by location. n some cases such as certain software licenses, estimates must be used. Data generated in #9 will be combined with data related to basic allocations, apportionment revenue, sales tax, and lottery to determine cost effectiveness of each center. The same analysis as described in #10 will be done for locations that are not centers. The Office of nstruction will review issues related to the availability of course at more than one location. The College culture is being changed on this issue to refer to centers as centers not campuses, and other locations as sites. This will begin with the 14 budget. t will become a permanent change thereafter. The College began implementation with fiscal year and will continue to reduce the number of full time faculty through attrition with selected vacancies filled when accreditation requirements must be met, or in critical areas such as nursing or radiation technology. Workgroup #15 is tasked since mid Fall 2012 with gathering the data. Analysis needs to occur for recommendations to be considered by the BOT. Workgroup #15 is tasked since mid Fall 2012 with gathering the data. Analysis needs to occur for recommendations to be considered by the BOT. Data analysis needs to occur on all sites by the Office of nstruction. Print materials and web sites need updating. On going monitoring/review of all faculty hiring needs; program reviews; enrollment management; accreditation requirements; and budget April May June July 1 Fall 2012 FCMAT MATR January 31 Page 5

6 PRORTY CATEGORY FCMAT RECOMMENDATON ACTON TAKEN TO DATE REMANNG ACTON COMPLETON Fall 2012 Staffing and Operational Costs (FCMAT page 23) 15. Evaluate ways to increase the productivity and cost effectiveness of the credit program. 16. Decrease the amount of full time faculty release time from the current level of approximately 14% so that faculty use highly qualified classroom instructors in a more effective manner to fulfill more teaching responsibilities to ensure that students receive the full benefit of their expertise. 17. To the extent practicable, budget and charge expenditures appropriately to the credit or the noncredit program. 18. Because of the size of the noncredit program, analyze and refine the revenue and cost model used in this report to verify the conclusions. Further analysis may be needed to make policy or operational decisions. The Chancellor has brought in expert consultants to help train Deans and Department Chairs on the principles of enrollment management including how to develop class schedules that maximize apportionment. These methods are now being employed beginning with the spring schedule. The Office of instruction has critically analyzed faculty release time and substantial reductions have been implemented during The effort to minimize release time will continue in 14. The College will make every effort to do this with increased precision beginning with the 14 budget. To achieve this, budget allocations for personnel must include coding for either the credit or non credit program, including positions that work for both of these programs. As preliminary analysis performed by FCMAT did not show a sizable gap in cost effectiveness between the credit and non credit programs. Continuous monitoring of all enrollment data, trends, and patterns will occur prior to each schedule development. Continuous analysis Fall 2012 Coding for credit or non credit programs, including positions for each of these programs must be identified for all personnel implementation for 14. The next round of analysis will not be performed until final data is available for July 1 July FCMAT MATR January 31 Page 6

7 PRORTY CATEGORY FCMAT RECOMMENDATON ACTON TAKEN TO DATE REMANNG ACTON COMPLETON Fall 2012 Enrollment Management (FCMAT page 43) 1. Ensure that the governing board makes enrollment management a key component of strategic planning. 2. Develop and implement an in depth enrollment management training program for administrators, department chairs and key faculty leadership, focusing first on the fundamentals of enrollment management, including what it is, what it is not, and what is to be accomplished. 3. Prepare an enrollment management plan that focuses on development of the following: > Clearly communicated enrollment strategies. > A clear articulation of institutional and campusand site specific enrollment goals for credit and noncredit FTES and WSCH, based on CCSF s mission. > Classroom and faculty productivity goals to manage instructional resources required to produce desired outcomes > An institutional commitment to data driven decisions about course scheduling and program delivery. > A compilation of data and measurements needed to determine progress and monitor the performance of the institution, programs, disciplines, courses and sites > A means of evaluating enrollment management performance by campus and site to avoid unnecessary duplication of effort. > A plan that is constantly upd as institutional needs change. The planning priorities adopted by the BOT in Summer 2012 helps to ensure enrollment management is a key component of strategic planning. This has been impactful in the short term effective with the class schedule. The revised planning process allows for similar actions on a timely basis in future years. Review and improvement of the enrollment management process and integrated planning will need to be continuously practiced. The Chancellor has brought in expert Professional development in the consultants to help train Deans and area of enrollment management Department Chairs on how to develop practices needs to be made class schedules that maximize available to all administrators, apportionment. These methods are department chairs, and now being employed beginning with the instructional staff responsible spring schedule. for course offerings. This type of plan has not yet been developed, but these principles are being used for developing the class schedule for spring. While full implementation will likely not be completed until January 2014, progress is being made on all of the items identified during the development of the fall schedule. A clearly delineated Enrollment Management Plan needs to be developed. Professional development in the area of enrollment management practices needs to be made available to all administrators, department chairs, and instructional staff responsible for course offerings. Fall 2012 FCMAT MATR January 31 Page 7

8 PRORTY CATEGORY FCMAT RECOMMENDATON ACTON TAKEN TO DATE REMANNG ACTON COMPLETON Date Enrollment Management (FCMAT page Devote sufficient resources to information technology, and in particular the Banner software system, to develop reporting tools and to provide the timely data needed to support enrollment management. 5. Evaluate its attendance accounting procedures, using either its own staff or outside resources, to ensure that CCSF is claiming all of the FTES it is entitled to under current regulations as provided in the California Community Colleges Attendance Accounting Manual. 6. Clarify the roles and responsibilities of the vice chancellor for business and the vice chancellor of academic affairs with regard to enrollment management in order to provide needed leadership. 7. Use the Banner software system to produce reliable enrollment and productivity data by site, discipline and course in a consistent format. The College has acquired Argos software that will greatly facilitate data driven decision making by managers. Argos tools will be available during. n addition the college will add two expert programmers at the beginning of fiscal year 14 so that it will substantially reduce its dependence on consultants for important upgrades needed for Banner software. The Chancellor has brought in expert consultants to help train Deans and Department Chairs on how to develop class schedules that maximize apportionment. These methods are now being employed beginning with the spring schedule. These roles have been clarified. The Vice Chancellor of Academic Affairs now chairs the College s Enrollment Management Workgroup. The Vice Chancellor for Finance and Administration is a member of the group. The Vice Chancellor of Student Services also serves on the Enrollment Management Workgroup. The Banner software system is being accessed by the Office of Research and Planning as well as the Office of nstruction. Common data definitions are being identified and agreed upon to produce reliable enrollment and productivity data. mplementation of Argos tools. Hiring of two expert programmers needs. Additional training is needed for key employees in Academic Affairs and Admissions and Records Divisions. Fall 2012 Fall 2012 Fall 2012 FCMAT MATR January 31 Page 8

9 PRORTY CATEGORY FCMAT RECOMMENDATON ACTON TAKEN TO DATE REMANNG ACTON COMPLETON Date Enrollment Management (FCMAT page Ensure that its enrollment management reporting tools are designed to provide data for timely review by management, faculty and staff. 9. Evaluate the process for scheduling classes at each site and determine what enrollment management strategies are used when making scheduling decisions. 10. Ensure that a well developed, databased program review process serves as the basis for enrollment management decisions. The College has acquired Argos software that will greatly facilitate data driven decision making by managers. Argos tools will be available during and should be helpful for several parts of enrollment management. The Office of instruction worked very carefully with department chairs on the development of the schedule. The goal of this collaboration was to set realistic FTES targets and to assemble an offering of class sections that would generate the most enrollment for the lowest cost. All units were due to deliver their program review documents December 7,. The new planning and budget cycle as well as the new instructions for making program review comprehensive, will be an improvement over the old processes. The new cycle will allow program review to inform enrollment management decisions. Training on Argos software for key users will begin in January. This effort will continue to expand and improve for 14. Fall 2012 Fall 2012 FCMAT MATR January 31 Page 9

10 PRORTY CATEGORY FCMAT RECOMMENDATON ACTON TAKEN TO DATE REMANNG ACTON COMPLETON Date Administrative Structure (FCMAT page 47) 1. Clearly define and communicate the roles, responsibilities and expectations of management personnel. Executive staff and the board should take steps to empower managers and support them, and managers should be held accountable for their performance. 2. Ensure that the governing board and the chancellor clarify the advisory nature and role of committees and reaffirm management s role and responsibility to make final decisions. 3. Consider and implement an administrative structure that will eliminate the redundancy in the roles of the department chair and dean positions. 4. Consider reducing the number of department chairs by collapsing and restructuring the assignment of disciplines and reducing the positions role in oversight of the instructional program. This is an ongoing activity for the Chancellor and the Board of Trustees. Regularly scheduled meetings are now being held by the Vice Chancellor of Academic Affairs; Professional development activities occur on a monthly bases with focused topics on administrator roles responsibilities; effective leadership. The Chancellor meets regularly with the Administrators Executive Council to share information and respond to/address issues of concern. The College has ended the old shared governance system. A new participatory governance system has begun and the advisory role of committees is being clearly established. The Board has adopted a tentative plan to reorganize the academic administrative structure of the College. mplementation will begin in fall. The reorganization referred to in #3 will address this need. Continuous professional development activities; regular administrative meetings Regular monthly meetings with constituent representation of: Academic Senate; Classified Senate; Student Association; Administrators Executive Council. Continuous discussions/review of the reorganization to ensure its implementation. All Academic Affairs administrative have met with the Chancellor and HR dean; positions are being advertised in early for July hire. Summer 2012 Fall 2012 Fall 2012 Fall 2012 FCMAT MATR January 31 Page 10

11 PRORTY and CATEGORY FCMAT RECOMMENDATON ACTON TAKEN TO DATE REMANNG ACTON COMPLETON Date Administrative Structure (FCMAT page 47) 5. Strengthen the roles and responsibilities of the deans, particularly in the administration of the instructional program, and require greater accountability through performance evaluations. 6. Review and revise the evaluation process so that it does not create disincentives for the deans to make difficult decisions. 7. Ensure that managers exercise their right to assign part time faculty in disciplines as appropriate and in accord with the AFT collective bargaining agreement. ()Ensure that these assignments are less than 50% (7.5 units in credit and 12.5 units in noncredit instruction) to mitigate the cost of district paid health benefits. 8. Evaluate the cost and operational effectiveness of the department chair structure so that decisions can be made to reduce or eliminate expenditures in this area. 9. Negotiate consolidation of department responsibilities under the agreement with the department chair council The reorganization referred to in #3 will address this need. The Human Resources department will incorporate this into the evaluation process and evaluation documents for administrators. The minimization of the cost of instruction is now a part of enrollment management. The Office of nstruction now seeks to achieve the goal stated within the parameters of the College s current contract with AFT. This began with the development of the spring schedule. The Board has adopted a tentative plan to reorganize the academic administrative structure of the College. mplementation will begin in fall. These negotiations have already begun and will conclude in time for 14. New job descriptions developed for the following: school dean; center dean; associate vice chancellor; and vice chancellor The evaluation process for administrators needs to be revised. Dec 2012 Feb April Fall 2012 Fall 2012 Finalize negotiations FCMAT MATR January 31 Page 11

12 PRORTY CATEGORY FCMAT RECOMMENDATON ACTON TAKEN TO DATE REMANNG ACTON COMPLETON Date Fall 2012 Barriers to Fiscal Solvency (FCMAT report page 51) 1. Closely monitor staff hired under grants and ensure that their employment does not continue when the grant funding is reduced or eliminated unless there is a complete discussion and agreement that the benefits of continuing employment outweigh the costs to CCSF. 2. Consider changing its approach to budget development and resource allocation, and creating incentives for good budget management. 3. nvestigate the possibility of eliminating Education Code Section 88137, which puts CCSF within Civil Service. CCSF is the only community college in the State of California so designated. 4. ncrease access to the information needed to carry out management responsibilities, and train personnel how to best use data. Consider surveying managers to determine what data is needed and then establishing the proper levels of access in the Banner software application. The Human Resources Department is now performing this task at the beginning of each hiring process. This effort will include a review of each job description to ensure that grant funded positions do not become district funded positions unless a deliberate decision is made by senior management to do so. The College will seek to enforce the concept that the duration of a position is dependent on the length of the grant through the position control function. The new budget analyst position will monitor this activity. Once the College s fund balance is restored to exceed the minimum five per cent threshold, these incentives can be introduced. This may begin as early as 14. The Board of Trustees has not yet considered this recommendation. Full query access to Banner will be granted to any manger who requests it. The College has acquired Argos software that will greatly facilitate data driven decision making by managers. Argos tools will be available during spring and will be made available to all managers using a train the trainer approach. Fall FCMAT MATR January 31 Page 12