2011-2012 - Community College of Philadelphia

COMMUNITY COLLEGE OF PHILADELPHIA 2011-2012 FISCAL YEAR BUDGET COMMUNITY COLLEGE OF PHILADELPHIA 2011-2012 FISCAL YEAR BUDGET APRPOVED BY THE BUSINESS AFFAIRS COMMITTEE MAY 25, 2011 PRESENTED TO THE BOARD OF TRUSTEES JUNE 2,2011 TABLE OF CONTENTS Page Number
PART I - INTRODUCTION
Overview of the College's Current Funding and
Financial Planning Issues
Enrollments
Contract Expirations
Major 2011-12 Initiatives and Institutional
Improvements
City and State Funding
Commonwealth of Pennsylvania Capital and
Capital Lease Funding
Student Tuition and Fee Revenues
Federal Funding
Major Factors Contributing to the Changes
in 2011-2012 Expense Budget
GASB 45
1- 2
2
2- 3
3- 4
5- 7
7
7- 8
8 - 10 10- 11 12
PART II - PROGRAMMATIC PLANNING, ENROLLMENT, AND STAFFING Strategic Directions for the College 2011-2012
Academic and Student Affairs Initiatives
Technology, Facility Development and
Institutional Support Initiatives
Credit Enrollments
Non-Credit Enrollments
Staffing
PART III - EXPLANATION OF BUDGET TERMINOLOGY
13 - 17
18 - 29
29 - 37
37 - 38
38
39
40- 41
PART IV - EXPENDITURES
Current Operating Expenses
Salaries and Wages
Administrative, Classified and Confidential
Employee Changes
Non-Salary Operating Expenses Change
Leases
Capital Expenses
Student Activities and Athletics and Commencement
Expenses
42
42
43
43
44
45
45
TABLE OF CONTENTS
(continued)
Page Number
PART V - REVENUES
State Current Operating Revenues:
Student Current Operating Revenues
City Current Operating Revenues
Other Current Operating Revenues
Revenue Enhancement Planning
46
47
48
48
50
49
PART VI - DETAILED REVENUE, EXPENSE AND ENROLLMENT TABLES
Table I ­
Budget Summary - Funding
Sources and Applications
of Funds for the July 1, 2011 June 30, 2012 Fiscal Year
51 - 52
Table II ­
Statement of Current
Fund Revenues for the
2011-12 Fiscal Year
in Comparison to 2009-10
Fiscal Year Actuals and
the 2010-11 Revised Budget
53 - 54
Table III ­
Summary of Revenues
and Expenditures for
the 2011-12 Fiscal Year
Compared with the 2010-11
Revised and Approved Budgets
(Exclusive of Capital Revenues and
Expenses)
55 - 56
11
TABLE OF CONTENTS
( continued)
Page Number
Table IV -
Comparative Analysis of
Current Operating Expense
Categories - Proposed 2011-12 Budget,
Revised 2010-11 Budget,
Approved 2010-11 Budget, and
2009-10 Actual Expenses
57 - 60
Table V -
Statement of Capital
Revenues and Recommended Expenditures
for the 2011-12 Fiscal Year in Comparison
to the 2010-11 Fiscal Year
61 - 62
Table VI -
Statement of Proposed Current Unrestricted
Fund Expenditures by Department
for the July 1,2011 ­
June 30, 2012 Fiscal Year
(with Comparisons to 2009-10
Actuals and 2010-11 Approved
and Revised Budgets)
63 - 67
Tables VIlA
and vnB - 2011-12 Student Activities,
Athletics, and
Commencement Budget
(with Comparisons to 2009-10
and 2010-11 Fiscal Years)
111
68 - 72
TABLE OF CONTENTS
(continued)
Page Number
Table VIII - Summary of Revenues and
Expenses of Bookstore,
Food Service Operations,
and Parking Operations
(for the 2011-12 Fiscal Year
Compared with 2009-10 and
2010-11 Fiscal Years)
Tables IX-A
and IX-B - Current 2010-11 FTE Student Enrollment
Estimates and 2011-12 Projections
Used to Prepare the 2011-12 Budget
Table X - FTE Program Enrollment Projections
Fiscal Years 2010, 2011 and 2012
73 - 74
75 -78
79 - 81
FIGURES
Figure A - Total Annual Credit Student FTE Enrollment
IV
37A
COMMUNITY COLLEGE OF PHILADELPHIA
2011-2012 BUDGET
PART I - INTRODUCTION
OVERVIEW OF THE COLLEGE'S CURRENT FUNDING AND
FINANCIAL PLANNING ISSUES
Several key factors have strongly shaped financial planning for the 2011-12
fiscal year. These include: City and State funding; expiring employee contracts as
of August, 2011; and uncertainty about enrollments in the context of an improving
economy, rising tuition and fees at CCP and at other regional four-year
institutions, and potential changes in federal financial aid policies.
The development of the 2011-12 budget plan occurred in the most difficult
funding circumstances that have faced the College since the mid-1990s. In the
mid-1990s, poor economic conditions for the City and State resulted in flat
funding from both sources for several years and required the use of College carry­
over (reserve fund) balances in four successive years to achieve viable budget
plans. Budget planning for the 2011-12 year is taking place under even more
difficult circumstances. State operating funding, under the State's proposed 2011­
12 budget plan, will be $3.12 million less than provided for the 2011 fiscal year.
City funding, which was reduced by four percent ($1.06 million) in mid-fall for
the 2011 fiscal year, is budgeted by the Mayor to remain at this reduced level for
the 2012 fiscal year. In combination, this means that the 2011-12 fiscal year
budget is being prepared with $4.18 million less in City and State dollars than was
planned for in the 2010-11 fiscal year budget.
The 2010-11 fiscal year budget was prepared with a planned use of carry­
over funds equal to $2.07 million.
When the City reduced its planned
appropriation by $1.06 million after the fiscal year began, the projected deficit
initially rose to $3.13 million. Through careful management, staff have been able
to reduce the projected deficit (use of carry-over funds) to $767,079. This
shortfall in 2010-11 contributes to the revenue shortfall that impacts on the 2012
fiscal year budget plan.
1
In addition to City and State funding, enrollment uncertainty and expiring
employee contracts create more unknowns in the budget process than in the past
several years. These issues are described briefly below.
Enrollments
After relatively stable enrollments for several years, credit enrollments
increased significantly in the 2009-10 year. Credit enrollments (15,809) for the
2009-10 year were 11.3 percent or 1,061 FTEs higher than they were in 2008-09.
Credit enrollments for 2010-11 are projected to again increase modestly by 282
FTEs or1.8 percent. Based upon a range of considerations, no enrollment growth
is projected in budget planning for the 2011-12 year. There are several important
factors which may impact on 2011-12 enrollments. After several years of
significant increases, no increase in the maximum Pell award is proposed for fiscal
2012 and, in the worst circumstance, the maximum could be reduced during the
current federal budget process. Increases in CCP's tuition and fees may reduce the
number of credits taken by some students. Continuing improvements in the local
job market may result in some potential students pursuing work over education.
Community college enrollments around the Commonwealth have stabilized in the
2010-11 year suggesting that the last several years' surges in adult student
enrollments may have peaked.
Offsetting these potentially dampening forces on enrollments will be the
College's continuing improvements in student retention which has contributed to
increased enrollment levels in each of the last several years for continuing
students; and the significant increase of tuition and fees anticipated at other local
colleges and universities which may encourage more individuals to start their
education at CCP. In addition, the expanded Northeast Regional Center will be in
full operation for the 2011-12 year. The expanded Center will offer a wider range
of course offerings and have more classes at preferred student attendance times.
Historically, the expansion of Regional Centers has resulted in enrollment growth
for the College.
Contract Expirations
The College's labor contracts with all three employee groups (full-time
faculty, part-time faculty and classified employees) were renegotiated in spring
2007. These contracts were effective September 1, 2006 and terminate on August
31, 2011. At the time the budget was prepared in May 2011, negotiations were
2
underway. The budget plan does not contain any assumptions about the potential
financial implications of the new contract terms that will ultimately be negotiated
within the next employee contracts.
Major 2011-12 Initiatives and Institutional Improvements
The budget plan reflects a significant commitment to advancing the goals
contained within the College's strategic and operational plans to both improve the
quality of existing programs and services and, through new and revised programs
and redesigned services, to better meet the educational needs of Philadelphia.
Major facility improvements will be in place for the 2011-12 year. The
Northeast Center will be completely operational in both the new and renovated
buildings. At the Northeast Center, the College's new integrated Enrollment
Services Center is in place to support the fall, 20 II enrollment cycle. New and
expanded course and program offerings will be available. An expansion of the
West Regional Center will also open in fall, 2011 with a new Learning Commons,
new computer and smart classrooms, and enhanced student support spaces.
At the Main Campus, the Pavilion Building will open with new Culinary
Arts classrooms and labs, new and expanded campus dining and bookstore
operations, and a new Welcome Center for potential new students and their
families. Portions of the newly-renovated Mint, Bonnell and West Buildings will
become available for occupancy during the 2011-12 year. This will provide new
classrooms, new program laboratories, and improvements in faculty and staff
offices and service delivery areas. The expected completion date for all of the
Bonnell, Mint and West Building renovations is fall 2012.
Partnership programs with area four-year colleges and universities will
continue to be supported and enhanced. Partnership programs with K to 12
schools, where funding remains consistent with program requirements, will
continue. Distance learning enrollment at the College is expanding each year,
providing both better access to instruction for some students and an important
source of revenue growth for the College. The functionality of SCT/SunGard
Banner and related administrative systems will continue to be enhanced to create
new technology-based opportunities for efficient and effective services for
students, faculty and staff. The College's aging network infrastructure will be
upgraded during the 2011-12 fiscal year. The Academic Affairs Master Plan and
3
the Enrollment Management Plan contain strategic initiatives which will help to
ensure that the College's strategic planning priorities are successfully
implemented. The College-wide marketing and image-enhancement plan (Path to
Possibilities) will maintain a focus both on enhancing the institutional image in the
larger Philadelphia community and utilizing specific targeted initiatives to support
the achievement of the College's enrollment goals.
In Part II of the budget, a range of initiatives is outlined for the 2011-12
year which are intended to help ensure that the College sustains both its
educational effectiveness and financial viability, and makes progress on its current
strategic priorities.
A challenge in preparing the current budget has been to address all aspects
of the College's mission at a time when City and State appropriation decisions are
forcing restructuring of the College's bUdget. Over the past decade, student
revenues have increased from 36 percent of the College's operating revenues to a
level that in 2011-12 is projected to be 59.4 percent of operating revenues. Over
the same time period, both the City and State percentage of support for the
operating budget have declined and will decline again in the 2011-12 year.
Federal policies with respect to higher education funding have become
increasingly more important to the College's well being. A growing number and
percentage of students rely upon the federal Pell program for financial access to
the College. No increase in Pell is projected for the 2011-12 year. Recent Pell
increases, which are large relative to the past history of the Pell program, are
currently under attack in the current federal budget process. Rollbacks have been
proposed by some legislators. The 2010 increase in the amount and scope of
coverage for the American Opportunity (formerly Hope) Tax Credit has helped to
reduce the financial burdens in attending the College for students who do not
receive full support from federal and state aid programs. However, there is no
doubt that dwindling levels of City and State support, coupled with restriction on
federal aid programs, are going to result in greater financial burdens on students
who want to attend the College in the immediate future.
4
City and State Funding
Figure I summarizes total City and State funding for the most recent nine
years.
Figure I Total City and State Funding 2003-04 to the Present Fiscal Year
Total City Allocation
2003-04
2004-05
2005-06
2006-07
2007-08
2008-09
2009-10
2010-11
2011-12
22,467,924
22,467,924
22,467,924
23,467,924
24,467,924
26,467,924
26,467,924
25,409,207
25,409,207*
Total State Allocation
31,567,231
29,932,976
33,286,218
34,793,530
35,794,786
37,982,645
37,752,173**
37,707,760
34,578,995***
Amount included in proposed City budget.
•• Does not include a one-time $216,618 payment received from the State for underfunded
FTEs in 2004 and 2005 fiscal years.
"'State funding is estimated based upon the Governor's proposed higher education budget and no
change in capital funding.
From 2004 through 2006 City funding was unchanged. In 2006-07, and again in
2007-08, the City provided the College with a $1,000,000 increase. These
increases, while important, did not represent proportionate growth in funding
relative to the growth in the College's budget. As a result, the percentage of the
operating budget funded from City appropriations continued to decline. From
1991 through fiscal year 2002, City funding covered an average of 24 percent of
the College's operating budget. In fiscal year 2008, the City funded 19.2 percent
of the operating expenses, in fiscal year 2009 funded 17.7 percent of operating
expenses, and in fiscal year 2010 funded 17.0 percent of operating expenses. The
level of support has fallen to 15.1 percent in fiscal year 2011 and is projected to be
14.4 percent for fiscal year 2012.
City funding is a lump-sum appropriation. There is no separate capital
allocation. As the College's expenditures on capital projects and debt service
change, this increases or decreases the dollars that are available from the City
5
allocation for operating purposes. Unlike student, and until very recently, State
revenues, the annual City appropriation has not ever been tied, directly or
indirectly, to enrollments.
Until the last few years, with only a few exceptions, the Commonwealth has
provided funding for the College in excess of 33 percent of the operating budget
throughout the College's history. Average funding from the State throughout the
1990s was approximately 35 percent of the operating budget; and, as recently as
the 2002 fiscal year, the Commonwealth provided 36.8 percent of the College's
operating budget. State funding of the College's operating budget fell to 30.7
percent in 2003-04 and 29.3 percent in 2004-05.
Beginning with the 2005-06 fiscal year, under the provisions of Act 46
passed in July 2005, State funding for Pennsylvania community colleges was
transformed from the previous enrollment-based funding formula to an approach
which was intended to provide more stability and predictability in funding. Act 46
largely, but not completely, uncoupled the level of State funding received from
annual enrollment shifts. Key characteristics of the Act 46 State funding
methodology were intended to be: (1) predictability at the start of the fiscal year
for both the State and the community colleges as a whole with respect to the total
amount of State funding that will be provided; (2) high priority program funding
tied to the State's workforce development policies; and (3) a commitment to
maintaining capital project funding support through a separately-funded revolving
capital pool. In fiscal years 2010 and 2011, the State budget approval process
bypassed Act 46 and provided an operating allocation to each community college
based upon the level of fiscal 2009 funding reduced by .21 percent. At the same
time, federal ARRA funding was substituted in place of some normal State
revenues to keep CCP's and the other community colleges' operating funding
essentially flat. CCP's ARRA funding in each of the two years was $2.84 million.
Federal ARRA funding expires at the end of the 2011 fiscal year. For the 2011-12
fiscal year, the State has not budgeted to replace the ARRA funds from general
revenues, and instead has budgeted an amount that reflected a ten percent decrease
in operating funds from the amount (including ARRA funds) that the community
colleges received in fiscal 2011. This means that CCP's State funding will be
$3.12 million less than received in 2010-11.
In 2007-08, the State supported 30.7 percent of the operating budget, and in
2008-09, the level of support was 29.0 percent. In 2009-10, including ARRA
funding, the State level of support was 28.1 percent, and in fiscal 2011 is projected
6
to be 25.9 percent. In 2011-12, with the ten percent fund reduction, the proposed
State budget allocation will fund 22.8 percent of the College's operating budget.
Commonwealth of Pennsylvania Capital and Capital Lease Funding
In recognition of the very large amount of major capital project needs in
each of the community colleges' master plans, the State, through Act 46,
established a separately-funded capital pool for the community colleges. The
capital pool includes all dollars committed to existing long-term capital (debt
service and long-term facility leases). The capital pool is treated as a revolving
fund so that as debt is retired or leases terminated, dollars committed to those costs
will be returned to the pool for use for another capital purpose. In addition, the
capital pool may be augmented by an annual appropriation increase. The
expectation is that over time a significant amount of new construction and major
deferred maintenance needs will be addressed by the revolving capital pool.
In 2006-07, the College received support for a $3 million proj ect to address
deferred maintenance issues, primarily roofs of the Main Campus and the West
Regional Center. The State is currently amortizing 50 percent of a 10 year tax­
exempt note issued to finance these deferred maintenance projects. Two major
capital projects were approved in 2008: expansion of the Northeast Regional
Center, and expansion and redesign of porti9ns of the Main Campus. Bond
financing for the projects in the amount of $74 million was completed in October
2008. Initial State funding for this debt was at a level of 42 percent. During the
2009-10 year, State funding was increased to a full 50 percent level and will
remain at this level throughout the life of the debt.
In addition to the capital debt, the State funds a limited amount of the
College's capital leases on a fifty percent basis. In fiscal 2011, the College will
receive $225,000 in capital lease funding. The projected funding level for 2011­
12 is $215,000.
Student Tuition and Fee Revenues
The last fiscal year in which students' tuition and fee revenues were less
than one-third of the College's operating revenues was in the 1990-91 fiscal year.
For fiscal years 2000 through 2003, student tuition and fee revenues represented
approximately 40 percent of institutional revenues. Since then, tuition and fee
7
revenue has risen to represent approximately 57.3 percent of total revenues
received by the College to support the 2010-11 operating budget. The growing
dependence on student tuition and fee revenues (and indirectly on Federal and
State financial aid programs) has significant implications for the College. Federal
and state policy decisions have the potential to significantly influence student
enrollment decisions and therefore College revenues. The last three years'
increases in Pell funding have been one of the factors contributing to the College's
recent enrollment growth.
For the 2011-12 year, student tuition charges are planned to increase from
$128 to $138 per credit. No change in the general college or technology fee is
proposed. However, the distance learning fee will be increased from $30 to $35.
Existing course fees will increase moderately. Course fees are charged in
circumstances when there are unusual costs associated with offering a course due
to such factors as laboratory costs, small class size requirements, and/or high
faculty contact hours. The course fees, which currently range from $66 to $264
per course, will be increased from $75 to $300 depending upon the nature of the
course. The average cost per credit (including all fees) will increase from $166.31
to $177.15, an increase of 6.5 percent. With this increase, the average annual
percentage increase in tuition and fees for the five most recent years will have
been 3.6 percent. Despite recent increases, the dollar gaps between the College's
tuition and fee charges and those in place at area four-year colleges and
universities have continued to widen. State and federal. financial aid, federal
educational tax credits, and employer tuition payment plans all have helped to
buffer most CCP students from these increases.
Federal Funding
Approximately 55 percent of the College's credit students received some
form of financial aid assistance to attend the College. For those receiving grant
aid, the average amount received in fiscal year 2010 was $4,773. A substantial
majority of the College's full-time students are among those receiving some form
of aid. As a result, approximately 56 percent of the College's tuition and fee
payments are made with financial aid grant assistance. Since student revenues
contribute over half of the College's revenues at the present time, this means that
approximately 31 percent of the College's operating revenues are dependent upon
Federal and, to a lesser extent, State financial aid policies.
8
For four years through fiscal year 2006-07, the maximum Pell award
remained at $4,050. As a result, the value of a Pell grant diminished in relative
importance for Community College of Philadelphia students. The Pell maximum
award was increased to $4,310 for the 2007-08 year; for the 2008-09 year was
increased to $4,731; and for 2009-10 was increased to $5,350; and for 2010-11
was increased to $5,550. While many other factors directly impact upon
enrollment levels, historically there is a high correlation between Pell availability
and enrollments. In years in which Pell support for students has, relative to tuition
and fee charges, been low, enrollments have tended to be stable or in decline.
Similarly, relatively high Pell maximums contribute to enrollment growth.
Current efforts to restrict Pell funding may have a negative impact on future
enrollment levels.
The College is responding to this challenge in several ways. Earlier aid
applications are strongly encouraged which permitted more students to qualify for
PHEAA grants. Many ongoing, regularly-scheduled financial aid application
sessions are scheduled for students before the start of each term to help them
understand and complete the financial aid application process. The Development
Office has worked aggressively to develop private scholarship opportunities.
Greater effort has been focused toward helping students develop financial plans to
pay for their education including taking full advantage of federal tax incentives.
Finally, the College's tuition payment plan has been modified to make payment
schedules more manageable for the students and their families.
Loans are available to community college students to cover both tuition and
fees and living expenses. However, many of the College's entering students are at
risk academically, and borrowing money until their ability to succeed in higher
education is clearly demonstrated, is not a desirable option. The College's
financial aid staff work with students to try to develop financial plans to pay for
their education that, at least initially, do not involve borrowing. Ultimately, the
decision to borrow or not is the student's. Federal policies are clearly pushing
low-income students to borrow more to participate in higher education.
Beyond City, State and students, the most important external source of
budget support for the College budget over the past decade has been federal
Perkins funds. In the past several years, the Perkins career program grant has
provided close to $1.0 million annually which has been used to support career
program operating budget expenses, to provide funding for capital leases for
computers in the College's career labs and classrooms, and to purchase capital
9
equipment for the College's career programs. Some Perkins funding will continue
to be available to the College in the 2011-12 year. The projected funding for
2011-12 is estimated at $984,000, of which $250,500 will be used to support
operating budget expenses associated with career programs and $100,000 will be
used to support career program capital needs. In addition, Perkins funding
supports $295,062 of PC leases for career-program-focused computer labs.
Major Factors Contributing to Changes in 2011-2012 Expense Budget
The 2011-12 current operating expense budget totals $124,019,353, or
$2,972,662 more than the projected final expenditures for 2010-11. The largest
expense increase in the budget is for healthcare costs. Salaries for current
employees are budgeted at 2010-11 levels. The 2011-12 budget retains the tight
constraints on discretionary expenditures that have been put in place for the last
two years. The number of full-time administrative and classified positions has
been reduced. The increase in the number of budgeted full-time faculty has been
made to comply with contractual requirements. A limited number of vacant
positions have been reassigned to meet highest priority needs for the year.
The following principles, which were first developed for the 2009-1
operating budget plan, were followed in developing the 2011-12 budget plan:
°
1. There will be no compromises in academic quality and efforts to meet
current goals with respect to improved graduation, retention and
academic performance rates.
2. New or vacant faculty and staff positions that are essential to
advancing the College's most important strategic priorities will be
filled.
3. The impact on students through higher tuition and fees will be limited
to the extent possible. Students will not be asked to bear the full
impact of expense increases.
4. The College's institutional plans (Strategic, Academic, Enrollment
Management, Technology, Marketing, Diversity and Facility) will be
used as a guide in decision making with respect to the allocation of
available resources.
10 5. The College will continue to pursue innovative strategies and
implement new initiatives essential to ensuring the College's
academic and financial viability.
6. Net-revenue producing enrollment growth that does not impair the
quality of current instructional programs will be actively pursued and
supported.
7. With respect to College operations, there will be an emphasis on
'green' decision making, both as a viable strategy to reduce future
operating costs and to emphasize the College's strong commitment to
sustainable design and operations as evidenced in the designs of the
Main Campus and NERC expansion and renewal projects.
8. Budget decision making will strive to limit the adverse impacts on
current employees.
9. Ongoing opportunities will be provided for members of the College
community to learn about the College's current financial challenges
and to suggest strategies both with respect to expenditure
management and revenue enhancement.
Capital needs, including deferred maintenance, are an ongoing critical
college expense priority. Annual capital funding is provided in several ways:
dedicating a portion of City funds; out-of-county student capital fees; funding
from the State (Act 46) capital pool; and, in some years, from non-mandated
capital allocations provided by the State. In addition, grants and other special
sources of capital funding, including private gifts and Perkins vocational­
education funds, will support some 2011-12 capital needs. Perkins funds are
planned to support capital purchase funding of$100,000 for 2011-12.
The 2011-12 capital budget plan totals $14,409,310 in planned capital
expenditures to be funded from Perkins Grant funds, State appropriations, use of
City dollars, and non-resident student capital fees. This value includes City and
State funding for multi-year debt in the amount of$13,009,310.
11 GASB 45
As part of the 2007-08 fiscal year closing process, the College was
required for the first time to implement a new accounting standard, GASB 45.
This standard requires that the estimated present value of post-retirement
healthcare costs be accrued for both current retirees and their dependents and for
current employees and their dependents. The GASB 45 accrued expense
computation does not directly impact on current year's revenues, expenses, and
cash position; but it does have a significant impact on total expense and net asset
amounts recorded in the College's financial statements. As of June 30, 2010, a
total of $16.6 million was recorded on the College's financial statements for this
accrued liability. Approximately $6.0 million will be added to this accrual in
fiscal 2012.
12 PART II
PROGRAMMATIC PLANNING, ENROLLMENT AND STAFFING
Strategic Directions for the College 2011-2012
As a part of the College's strategic planning process, the Strategic Planning
Committee reaffirmed and updated the College's Vision Statement. This
statement, in conjunction with the College's Mission Statement, provided a
foundation for the development of the current 2008-2012 Strategic Plan.
VISION STATEMENT
To serve Philadelphia as a premier learning institution where student success exemplifies the strength of a diverse, urban community college. VISION IDEALS
•
•
•
•
•
A college environment that values and supports a culturally diverse and intellectually dynamic community and prepares students for global citizenship. Respected liberal arts and transfer programs that facilitate student preparation for the baccalaureate experience. Superior career programs that prepare students to meet current and evolving labor market needs. Innovative developmental and literacy programs that prepare students for more advanced educational and training opportunities. Agile programs that meet the needs of employers and emergent workforce development initiatives. 13 •
•
•
•
•
•
•
Responsive continuing adult and community education
programs that enhance and encourage individual growth
and development.
An engaged and excellent faculty, staff and
administration that enable students to meet their full
potential.
A teaching and learning environment that exemplifies
and
productive
communication
and
ongoing
collaboration across the institution.
Strong and mutually beneficial partnerships with public
and parochial schools, community organizations and
governmental agencies that model effective community­
based educational programs.
State-of-the-art technology employed to enhance
teaching and learning.
Accessible and affordable education designed to
optimize opportunities for student participation.
A supportive learning community that uses learning
outcomes to measure success and guide innovative
curricular and program improvements to meet individual
and group needs.
The 2008-2012 Strategic Plan is based upon 18 goals in three areas: Quality
and Accountability, Enrollment Management, and Restructuring for the Future.
These goals, listed below, have helped to guide the College's budget planning for
the 2011-12 year.
,--------
--------_
..
-
-
---------------­
QUALITY AND ACCOUNTABILITY
A. Organizational Unit Effectiveness
Goal AI. The College will enhance quality, innovation, and
effectiveness in the delivery of academic, administrative,
and student support services.
Goal A2. The College will establish a more student-centered
culture.
14
B. C. Program, Course and Classroom Assessment
Goal B 1. The College will identifY and implement improved
strategies to support course and program assessment and
renewal.
Goal B2. Building upon current efforts, a college-wide approach
to assess student learning at the classroom level will be
developed and implemented.
General Education
Goal CI. The College will ensure that a viable General Education
experience is offered that meets the educational needs of
students.
D. Student Outcomes
Goal D 1. E. The College will increase the academic success of
students placing particular emphasis on the success of
student groups that have been underserved by higher
education.
External Accountability Standards
Goal EI. The College will work to refine current and develop new
accountability standards and effectiveness indicators that
meet the expectations of external stakeholders and are
supportive of a comprehensive Community College
Mission.
ENROLLMENT MANAGEMENT F. College Image
Goal Fl.
The College will maintain, build upon and grow the
image campaign and messaging strategy that reflects the
15
Mission and supports the College's achievement of
programmatic and financial success.
G.
Marketing
Goal G 1. H.
I.
The College will review, refine and implement
comprehensive marketing strategies that utilizes targeted
approaches tied directly to the College's Mission,
recruitment strategies across multiple target audiences,
new strategic initiatives, awareness building and image­
enhancement goals.
Recruitment and Retention of Students
Goal HI. The College will enhance and create new systemic
support structures designed to encourage student
enrollment and student academic success and persistence
at the College until their educational goals are achieved.
Goal H2. The College will develop new and enhanced existing
partnership programs with the School District of
Philadelphia and other Philadelphia schools designed to
promote students' subsequent enrollment and success in
higher education in general, and at CCP specifically.
Program Delivery Strategies
Goal II. The College will strengthen current and create new
flexible course and program delivery options.
J.
Programs and Services: Additions, Deletions and Improvements
Goal Jl. In the context of changing resources and expectations for
the College, the College will strengthen its ability to
identify and set priorities for an effective response to the
changing educational needs of its communities.
16 K. Goal J2. The College will strengthen its partnership efforts with
the City and State to advance the region's and State's
economic development goals and respond effectively to
changes in economic conditions and college funding
approaches in a manner that provides the greatest
positive impact on the City's residents and promotes
fullest achievement of the College Mission.
Goal J3. The College will strengthen and expand its workforce
partnership programs with Philadelphia for-profit and
non-profit employers and agencies.
Goal J4. The College will foster timely innovation in the
development of new programs and services in a manner
that promotes the College's Mission effectiveness with a
positive return to the College.
Building Organizational Staff Capacity
Goal K 1. L. The College will have an engaged faculty and staff that
ensures the College's effectiveness over the coming
decades.
Facility Planning
Goal Ll. The College will develop a comprehensive new Facilities
Master Plan that:
supports future programmatic
requirements; reflects future teaching and learning
technologies; defines strategies to control escalation of
facility operating costs; facilitates revenue development
initiatives; and supports institutional expectations for
sustainable facilities.
The following outline highlights some key initiatives for the 2011-12 year
that support achievement of the above goals:
•
•
Academic and Student Affairs Initiatives
Technology, Facility Development and
Initiatives
17
Institutional
Support
Academic and Student Affairs Initiatives
The following initiatives which support the College's current strategic
priorities are included within the 2011-12 budget plan.
1. Associate Degree and Credit Certificate Program Development - New
and redesigned programs are essential to ensure the vitality of the
College's programs and to sustain revenues and enrollments. The
following new degrees and certificates will be offered during 2011­
2012:
•
•
•
•
•
•
•
AA in Psychology
AA in Mass Media
AAS in Building Science
Academic Certificate in Energy Conservation
Proficiency Certificate in Biomedical Technology
Proficiency Certificate in Biotechnology
III
WeatherizationlEnergy
Proficiency Certificate
Technician
There were major revisions to the following curricula that will be
effective fall 2011:
•
•
2. The Communication Arts - Speech Option was revised
as Communication Studies
The Early Childhood Education and Education ­
Elementary Option were revised in accordance with State
regulations (Chapter 49-2) to form two curricula:
Education - Birth to 4th Grade, and Education Middle
th
Level (4 th to 8 Grade).
Future Program Development - A letter of intent was submitted to the
American Occupational Therapy Assistant Accreditation Department
stating that Community College of Philadelphia seeks to develop
accreditation for an Occupational Therapy Assistant curriculum
which will be housed at the Northeast Regional Center. It is
anticipated that the program will accept its first class of students for
fall 2012.
18
The Allied Health Department is starting the process of seeking
accreditation for a Physical Therapy Assistant Program.
The
Department has partnered with The New Courtland Education Center
to create this program which will be offered at New Courtland's
Germantown facility. It is anticipated that the program will accept its
first class of students for fall 2012.
A new Proficiency Certificate that will prepare individuals entering
into or already working in health care to become more knowledgeable
about the implementation of the electronic medical record will be
developed. It is anticipated that the certificate could be ready by
spring 2012.
A Proficiency Certificate in Automotive AdvancedlHybrid Specialist
will be developed for technicians already working in the automotive
field, or for those technicians who have been recently displaced that
will expand their knowledge and skills and prepare them to repair and
diagnose engine performance issues and electrical systems found in
hybrid vehicles.
The Paralegal Studies Program plans to develop a post baccalaureate
degree certificate in Paralegal Studies.
The Education secondary level degree will be revised.
The Culinary Arts AAS Degree program will be revised to align the
course requirements with American Culinary Federation
accreditation.
3. Non-Credit Dental Hygiene Training Initiatives
Due to the
December, 2009 amendment of Title 49, Professional and Vocational
Standards of the State Board of Dentistry, Dental Hygienists in
Pennsylvania are now permitted to administer local anesthesia. In
conjunction with Corporate Solutions, the Dental Hygiene
Department has been approved to offer a 32-hour, non-credit course
to practicing dental hygienists to train them in administering local
anesthesia.
19
The Dental Hygiene Program has received approval from the
Northeast Regional Board of Dental Examinations to offer the NERB
examinations at Community College of Philadelphia. These are the
licensing exams for dental hygienists and will be offered during
summer 2011 to our dental hygiene students and students from area
dental hygiene programs.
Due to a new Department of Environment regulation, all individuals
who operate or who come in contact with radiation (e.g., an X-ray
machine) need to take a specialized continuing education course
every three years. The Dental Hygiene Program is preparing to offer
this non-credit course in radiation safety in fall 2011 in conjunction
with Corporate Solutions.
4. Center for International Understanding In 2009-10, the Center was
awarded a Title VI B grant from the U.S. Department of Education to
prepare students to work in international and intercultural
environments and to support the Philadelphia business community.
Year 2 of the grant focused on infusion of global material into a range
of business courses and a student and faculty educational opportunity
in China.
Current study abroad opportunities for students include programs in
the following countries: Mexico, Turkey, Peru, China and France.
5. The Fox Rothschild Center for Law and Society - The Center for Law
will continue to host its annual week-long program for students, staff,
and the community. In April 2011 Law and Society Week, the Center
faculty worked with attorneys from local legal firms on a "Wills for
Heroes" event which served first responders in the preparation of
wills and basic estate documents. "Wills for Heroes" is a national
initiative, and CCP was the first institution of higher education to use
this event as a service learning project. The Center is also supporting
a Re-entry Support Project for prison popUlations which includes
participation in the Inside/Out program.
Inmates at Cambria
Detention Center can acquire up to nine credits while incarcerated. In
2011-2012, the re-entry support project will provide transition
services at CCP for those who are released to enable them to continue
their education.
20 6. Center for Science and Engineering Education - The Center for
Science and Engineering Education is planning the following
activities for the 2011-2012 academic year:
•
Science Week 2012 - Students participate in a scientific
poster session. The number of students participating has
grown annually. In spring 2010, approximately 125
students participated.
•
For the second summer in 2011, two camps for high
school students in Forensic Science and Applied
Engineering Technology will be offered.
7. Educational Television
CCPTV - Expansion of CCPTV
programming will continue. Programming is viewable on Comcast
channel 53 and Verizon channel 21 and is streamed to the web. New
programs include: Entre Nosotros, a Spanish language program
focused on the Latino community; Writers Workshop, a forum for
reading and "workshopping" the works of local writers; and Tapestry
of Life, a program focusing on the rich diversity of Philadelphians.
Academic excellence and quality educational television are key goals
for programming.
8. Expanded Distance Learning and Hybrid Course Offerings ­
Distance-learning instruction creates an opportunity to serve new
constituencies both within and outside the City. In fiscal year 2011,
both the number and range of courses expanded, both completely
online and in the hybrid format. At the same time, the College
continues participation in the "Quality Matters" initiative focused on
ensuring quality in distance-learning courses and programs offered by
colleges and universities.
Continued enrollment growth and
expansion of program offerings is planned for 2011-12.
9. Corporate Solutions (Business and Industry) - Corporate Solutions
develops and offers workforce development programs for the
College. In 2011-12, Corporate Solutions will complete the final year
for a partnership grant that includes the Energy Coordinating Agency,
Urban Industry Initiative, Educational Data Systems, Inc., National
Comprehensive Center for Fathers, and Local Union 502 of the
21 Ironworkers.
This $3.18 million dollar grant from the U.S.
Department of Labor supports training city residents in Green
Weatherization/Construction skills and in Green Manufacturing
skills.
Working in partnership with the Urban Affairs Coalition and Drexel
University to implement the Broad Band Opportunities Program,
Corporate Solutions will provide basic computer literacy skills
training to help bridge the digital divide for up to 4,000 Philadelphia
Housing Authority residents.
Corporate Solutions works with business organizations to provide:
college courses to about 800 employees; professional development
and skills certification training to about 1,700 Philadelphia residents;
customized and technical training for 750 employees; and high stakes
professional certification tests for about 2,500 people.
The new Center for Small Business Education, Growth and Training
located at the College's Northeast Regional Center will offer free
career advice, technical assistance, affordable workshops and
seminars, roundtable discussions, and access to library resources for
businesses and entrepreneurs.
10. Support for Students Making the Transition to College - During
2010-11, the College continued offering free, five-week workshops
for students whose placement test results at the time of entry were at
the lowest level in reading and writing. The goal is to reduce the
number of developmental courses students have to take-saving time
and reducing students' educational expenses. Results are promising.
For example, in fall 2010 more than 200 individuals participated in
the writing workshops and 52% improved their placement scores. In
spring 2011, 73% of students in the reading workshops improved
their placement scores. Math workshops will be added in May 2011
and workshops in writing, reading and math will be offered in 2011­
12.
11. Academic Assessment - The College will complete the first cycle of
assessment of all core competencies/general education requirements
by spring 2012. In addition, the first cycle of assessment of course
and program student learning outcomes will be completed.
22 Fifteen academic program audits will be initiated in fall 2011 with an
expected completion date of spring 2012. A new three semester audit
period (versus the current two semester audit period) will be initiated
by having 15 additional audits start in spring 2012 with an expected
completion of spring 2013.
Academic Programs will continue to complete annual program
reVIews.
Two administrative unit audits are planned to be undertaken:
Literacy Programs and Distance Education.
12. Achieving the Dream Initiatives
Participation in the national
Achieving the Dream project is focused on helping more community
college students complete their degrees; achieving parity in student
outcomes across student groups; and using data in decision making
about instructional strategies and curricula design. Key initiatives
include: professional development for faculty; implementation of
early-intervention strategies for students whose initial performance
indicates that there is a reason for academic concern; development
and initiation of a comprehensive student orientation program;
expanding new student enrollment in the freshman orientation course;
and continuing efforts to restructure and strengthen the College's
developmental programs. The Initiative incorporates an extensive
institutional research component both to inform decision making and
to summarize progress to date on Initiative goals. Data from the
professional development initiative demonstrate more faculty are
using engaging practices in their teaching. Early intervention
assessment data indicate promising positive impacts on both student
academic performance and persistence. Further assessments of the
Initiative will be made during the 2011-12 year. The College will
apply for Leader College status with this national initiative for 2011­
12.
13. Middle States Self Study for Reaccreditation - The College will begin
the Middle States Self-Study process which will culminate in a team
visit during the 2013-14 academic year.
23
14. Student Engagement Initiatives The Community College Survey of
Student Engagement (CCSSE) was administered for the second time
in spring 2009. The data are helping the College to prioritize new
initiatives to maximize student success outcomes. The College also
administered the Noel Levitz survey for the second time in spring
20 10. This survey provides feedback from students about support
services. Over the next year, the results will be used to develop
promising strategies to improve support services.
15. Partnership Programs - After several decades of full-funding support,
the Tech Prep initiative with the Philadelphia public schools will be
discontinued as a result of the loss of federal funding. The College
will continue some academic partnership programs with Philadelphia
schools. Examples include the Advanced College Experience (ACE)
Summer Program and the Gateway to College Program for out-of­
school youth. The College is also a partner with the School District of
Philadelphia on two Gear-Up initiatives to promote middle school
student awareness of, interest in and preparation for higher education.
The College also operates the Promoting Academic Success Program
in partnership with the Office of Vocational Rehabilitation and the
School District of Philadelphia. This program provides targeted
academic and college readiness support to students with cognitive
learning differences to promote their enrollment and success in higher
education. Additionally, the College operates the Keystone Education
Yields Success (KEYS) Program in partnership with the Department
of Public Welfare. In this program, students who receive specific
forms of county assistance are enrolled at the College to pursue a
certificate or degree to expand their employment options and
marketability. The College also partners with ASPlRA Inc. to
develop targeted educational programming to instructional faculty,
students and families who are part of the ASPlRA school network.
16. Support for Student Transfer Two new dual admissions agreements
were signed in 20 I 0-20 II Saint Joseph's University of Professional
and Liberal Studies and Rosemont College. This brings the total
number of agreements to eleven. The College remains actively
engaged in the effort to align at least 60 credits with a statewide effort
to develop formal articulation agreement for the fourteen community
colleges with the State System of Higher Education universities.
24 Three agreements were completed to date with multiple others in the
pipeline.
17. Expansion of the Learning Commons During the 2010-11 year, the
Learning Commons at the Northeast Regional Center opened,
integrating services of the Library, Learning Lab, and Student
Academic Computing. A Learning Commons at the West Regional
Center is planned to open in 2011-12.
18. Adult Literacy Program
Efforts to strengthen adult literacy
outcomes will continue. The current goals are to improve student
transfer into postsecondary education and/or improving employment
circumstances. In partnership with the School District, an ESL
program for parents of students in the Philadelphia Public Schools is
being offered as part of the School District's Parent University. In
addition, the College plans to continue to host "College for a Day," an
open house and resource day for Philadelphia's ESL population, adult
literacy population, and alternative education students. The College
will continue to offer a range of adult literacy programs to serve
students looking to either receive their general education equivalency
or to enhance their literacy and numeracy skills. Other partnerships
the College is actively pursuing to service adult literacy populations
are: YouthBuild-Philly, YES-Philly, Big Picture, Mayor's
Commission on Literacy, and One Bright Ray Alternative School.
19. Enrollment Growth through Improved Student Retention - Reducing
the number of students who leave the College without completion of
their educational goals is a key priority in the 2008-12 Strategic Plan,
the 2008-12 Enrollment Management Plan, the 2010-13 Academic
Affairs Master Plan, and the Achieving the Dream initiatives. A
range of programmatic initiatives will continue. Examples include:
the work of the Center for Male Engagement, the Early Alert
Program, and restructuring of developmental education programs to
reduce the time that students spend taking pre-college work.
Institutional Research data support the initial success of these efforts.
20. Enrollment Development through New Student Recruitment The
analyses undertaken to support the College's recent planning process
document that annual growth in new student enrollments is both
2S feasible and highly desirable to support Philadelphians' needs for
educational services and for regional economic growth. New student
num bers grew in the 2010-11 year and similar new student enrollment
levels are projected for the 2011-12 year. Collaboration with external
agencies (e.g., Graduate! Philadelphia and the re-entry program) will
continue to promote the College and enhance enrollment
opportunities at the College.
21. Enrollment Management Plan - The College continues to implement
the 2008-12 Enrollment Management Plan. This Plan is structured to
fully integrate marketing, recruitment, retention, and student services
outcomes. Every element of the Plan has a Key Performance
Indicator, a projected outcome, and a clearly-defined strategy for
achieving that outcome. The plan is designed to be flexible so that
immediate changes may be made when review and assessment
suggest a particular initiative is not yielding the desired outcomes, as
well as to encourage the inclusion of new initiatives. The publication
of "Milestones" and the "Implementation and Progress Report"
enable the College community to follow the progress of the
Enrollment Management Plan, and a feedback form allows for
submission of comments and/or ideas.
22. Veterans Resource Office - The Veterans Resource Office will
deliver service to a growing number of students. The Office is
dedicated to serving students who are veterans, spouses of veterans,
or dependent children of veterans. A Veterans Resource Coordinator
is available to answer questions and provide resources and referrals to
assist veterans in understanding and accessing all services and
options available to them on the Main Campus and at the Regional
Centers. Services include:
•
•
•
•
•
Access to resources, periodicals, and other academic
material for veterans.
Information regarding VA laws, regulations, and College
policies.
CCP Vet Connect, an online community for student
veterans
Peer group discussions.
Guest speakers on topics relevant to veterans.
26
•
Transition workshops during the new student orientation
program.
23. My Degree Now As a response to the Mayor's goal of increasing
the number of Philadelphians with a degree, My Degree Now was
launched in fall 2008 and will be continued for the 2011-12 year.
This allows Philadelphia residents with a high school diploma and at
least 30 transferable credits the opportunity to earn an associate's
degree debt free. To be eligible for My Degree Now, residents must
apply for financial aid, have been out of college for at least two years,
and agree to complete their associate's degree requirements in three
years or less.
24. Student Career Services - The Career Services Center will continue
to expand career exploration and placement services for credit and
non-credit students and alumni. The Center collaborates with
corporations and industry to offer job fairs, recruitment opportunities,
internships, and on-site workshops.
25. Center for Male Engagement - This initiative, which began in 2009­
10, focuses on achieving higher levels of academic performance and
persistence rates by male students through the Center for Male
Engagement (ClVIE). Other Center goals include: increasing student
engagement and social responsibility of male students at the College,
and providing a summer enrichment program for males who are
recent high school graduates entering college for the first time in a
fall semester. Key performance indicators include: increases in the
fall-to-spring and fall-to-fall persistence rates and improving the
percent of passing grades in college-designated "gatekeeper" courses.
26. Improve Student Satisfaction - The Student Affairs Division will
continue its efforts to create a more student-centered culture and build
a workforce that can meet the demands of such a culture. Initiatives
include: continuing to develop online, self-service applications for
students; enhancing communications with students; enhancing
programs and activities offered through the Student Life area;
conducting departmental audits to improve functions; improving
business processes to include increasing use of technology; and
implementing a coordinated staff orientation, communication and
27 development plan to achieve an integrated model of student service
delivery.
27. Opening of New Welcome Center - Effective fall 2011, the College's
new Welcome Center will provide prospective students and their
families with a supportive entry point into the College with an
inviting environment to receive services, information, and connect
with outreach assistance staff. The Center will house information on
academic programs, student life, and other campus activities.
28. Opening of New "One Stop" Student Enrollment Services Center
During the 2011-12 year, the College will complete phases ofa major
renovation at the Main Campus establishing a convenient "one-stop"
Student Services Center, where new and continuing students will be
provided with many of the key college support services, including
Admissions, Records and Registration, Counseling, Advising,
Assessment, Financial Aid and Bursar in one location making it
easier for students to receive the support they need to enroll at the
College. A smaller version of the Enrollment Services Center opened
successfully for summer 2011 at the Northeast Regional Center.
29. Opportunity Now - The College's "Opportunity Now" Program for
laid-off Philadelphia workers will continue to provide one semester
(up to 12 credits) of tuition-free courses.
30. First Class Program The first course-free program for employees of
the Greater Philadelphia Chamber of Commerce members was
expanded in 2008-09 to include member employees from the Asian,
African-American, Hispanic and Greater Northeast Chambers; and
from the Philadelphia Convention and Visitors Bureau. This program
will be maintained for the 2011-12 year.
31. International Student Enrollments - Student enrollment growth in this
area creates an opportunity to support the College's international
educational goals and provides further opportunities for all students
to increase their understanding of individuals from other countries
and cultures. The College will continue to collaborate with AACC's
international student recruitment efforts and the Study USA
initiatives to help expand its international student enrollments.
28 Internal strategies such as social activities, re-design of the
International Student web page, and enhanced communication
strategies will continue in an effort to engage these students and ease
their transition into the educational and co-curricular life of the
College.
Technology, Facility Development and Institutional Support Initiatives
1. Enterprise Applications/Technology Resource Planning
The College will continue the upgrades of all Enterprise Solution
systems. Included in the 2011-12 activities will be:
•
Staff will continue the planning phase for the move to the next
major Banner release (Banner 9). The Banner 9 release will be
deployed to colleges and universities in a phased approach,
over the next several years. As part of the release, SunGard
Higher Education will institute a new development
methodology which will include potential use of open source
software, and "cloud" processing. The Banner enhancements
will begin to improve the user-interface features and bring
more Web 2.0 technology to Banner Self-Service and MyCCP.
A critical 2011-12 issue will be evaluating the SaaS (Software
as a Service) and cloud processing's appropriateness for CCP's
environment.
•
The College reporting system, the Hyperion Brio suite, now
owned by Oracle, will be upgraded to the latest release.
Upgrading the reporting tool will facilitate moving the College
toward a more comprehensive interactive reporting
methodology. Incorporating enhanced Business Intelligence
features will ensure accurate reporting via Dashboard
indicators intended to facilitate timely decision making. This
project will require that a data dictionary is fully defined, and
that extensive data warehouse is defined, built and maintained.
•
Ongoing improvements in the College portal will require that
planning continue for the move to Luminis Release (Version
5). This release is built on a new platform which will require a
29
change to how the Portal interacts with Banner's Self-Service
functionality.
2. •
Resource 25 functionality will continue to be assessed and a
broader College-wide implementation will continue. This
effort will support class, office and event scheduling, as well as
support planning for the physical maintenance and renewal of
classrooms, offices and public spaces.
•
Work on the development of a new student billing system will
continue. Phase one of the new student bill will go live for the
Summer and Fall of the 2011 terms. In the next stage of
development, the bills and the payment match process will be
redesigned to allow for part-of-term drops, thus improving the
student's ability to manage their tuition payments and reduce
manual drop efforts in College offices.
Infrastructure Initiatives
The College data and voice infrastructure will be enhanced to support
the continuing expansion of technology use. Included in 2011-12
activities will be:
•
The College updated the network infrastructure in 2001 prior to
beginning the Banner implementation in 2003.
The
infrastructure equipment will reach end-of-life during 2011-12.
The equipments' end-of-life characteristics become a factor in
the cost of maintenance and support of the equipment. A
replacement plan, developed during the 2010-11 year will be
implemented in a phased approach during the 2011-12 year.
Newer technology will increase performance of the network for
all campuses as well as introduce equipment that furthers the
College's goals with respect to green operations.
During Phase One of the net infrastructure upgrade, the campus
fiber ring will be upgraded to ensure that the lOG bandwidth
can be achieved, and the delivery of services secured and
enhanced. In addition to the fiber ring upgrade, the in-house
fiber for some areas will be upgraded to become compatible
30
with the overall network design; and key core switches will be
replaced to enhance bandwidth and increase management
flexibility. Phase Two will begin the replacement of network
equipment in the intermediary data closets to ensure that all
critical areas can support the delivery of lOG of data. Phase
Three will encompass the same upgrade to network equipment
as in Phase Two for the West and Northwest Centers.
3. •
The College will continue to lease new and replacement server
equipment in 2011-12. The College's commitment to green
operations will be addressed through smaller footprint devices
and server consolidation through virtualization.
•
The VoIP (Voice over Internet) telephone implementation will
continue in the renovation and new construction areas of the
College. The buy-out of Nortel telecommunication (system
provider) by Avaya has caused a required change in the long­
term use of the system. The current zone broadcasting system
is no longer supported by Avaya. No replacement currently
exists; therefore 2011-12 will be devoted to ensuring that the
system remains current until a new zone broadcasting system is
found.
Business Continuity and Disaster Recovery
In support of a key goal in the 2009-12 Technology Plan, current
efforts will continue to ensure that the College is able to recover and
restore operations effectively in the event of a business interruption.
Included in the 2011-12 activities will be:
•
The Northeast Regional Center expansion project has provided
a server redundancy room at the Center. The room is being
equipped with server and storage technology that will allow for
business continuity in the event of a disaster at the main core
facility.
•
The disaster recovery site at the NERC is now equipped with a
storage array intended to mirror the main campus storage array.
The efforts of implementing de-duplication technology will be
31 the focus for 2011-12. This technology will provide a true
backup onto disk in addition to our tape library backup scheme.
4. •
The Northeast Regional Center business continuity planning
includes a secure storage site for all data needed for reporting.
The planning of this data warehouse site will include a set of
activities which will act as milestones and deliverables within
an overall Master Data Management (MDM) project.
•
Document imaging efforts, currently underway in Student
Affairs, will expand to include Human Resources and Payroll
records. Beginning with current files, key documents will be
electronically archived to safeguard against unintended
destruction of paper files.
•
Testing of the College's ability to retrieve data and operate key
systems under emergency conditions will continue.
Facility and Technology Changes in Support of Teaching and
Learning
In support of the current Technology, Facility and Academic Master
Plans, there will be ongoing efforts to address the growing needs for
technology in the teaching and learning environment. Included in the
2011-12 activities will be:
•
The feasibility of moving faculty and staff e-mail to Google
will continue to be assessed. Public cloud strategies create a
security risk that must be reviewed. The need for an identity
management solution is also required for this effort.
•
Implementing a comprehensive solution to improve printing for
students, faculty and staff will continue during 2011-12. An
accountable printing solution associated with the CBORD One
Card solution, GoPrint, will be piloted within the Main Campus
and the Northwest Regional Center Library sites during the
summer of 2011. The phased delivery of low-volume printers
to all faculty offices will continue.
32 •
5. Faculty and staff training opportunities will be expanded in
areas where new technologies are being introduced.
Professional Development - Training and professional development
opportunities for all staff will continue to be strengthened and
expanded under the leadership of the Director of Professional
Development. The Director annually develops and coordinates a
college-wide calendar of professional development opportunities,
including
twice-yearly
Professional
Development
weeks.
Professional Development programs are planned for all employee
groups. The Director also works with College divisions in order to
strengthen and assist in planning staff development opportunities
already in place. An internal website will continue to be maintained
of professional development and training programs offered across
College divisions in order to catalog and enhance awareness of
development opportunities.
Professional Development efforts that will be coordinated by the
Office of Academic Affairs include: the Leadership Institute, New
Faculty Orientation, Minority Fellowship Program, and faculty and
department head professional development programs. Academic
computing staff support faculty development in the use of technology
in instructional programs, as well as continue to assist faculty with
Human
the development of classroom-related Banner skills.
Resources will offer programs in such areas as supervisory training,
career and retirement planning, management skills development, on­
line computer software training, and workplace effectiveness.
Additional e-Iearning opportunities are also available to full- and
part-time employees. The Offices of Diversity and Equity and
General Counsel coordinate discriminatory harassment prevention
training. Information Technology Services offers comprehensive
training programs for developing Banner and general computer skills.
6. Main Campus and Northeast Regional Center Expansions - The
planned construction calendar for the projects is as follows:
33 All phases of Northeast Regional Center
Expansion are complete and placed into
full operati on
Summer 2011
Pavilion Building placed into full operation
August 2011
Business Services Center, Admission
Processing, and Information Center
moved into newly-renovated Mint spaces
August 2011
Remainder of Main Campus Renovations
complete
September 2012
The Main Campus Mint, Bonnell and West Buildings Renovation
project is being completed in phases. Various phases of the
construction will be completed and occupied over the course of the
2011-12 year. Commissioning, as required for LEED certification,
will be completed in spring 2012 for the Northeast Center, and
summer 2012 for the Main Campus Pavilion Building.
7. West Philadelphia Regional Center Expansion The West Regional
Center expansion will be completed in fall, 2011. The expanded
space will accommodate a new Learning Commons, computer
classrooms, expanded student lounge and study space, and a greatly
improved rear entry. Portions of the existing Center will be renovated
to provide improved faculty offices, expanded enrollment services,
and updating of some classrooms.
8. Public Art The public artist team for the Main Campus and the
Northeast sites will be selected in early summer 2011. The public art
for both sites will be fully designed and is currently expected to be
installed at the end of the 2011-12 fiscal year.
9. Facility Renewal - Subject to the limitations of available funding,
ongoing efforts to restore and enhance campus facilities will
continue. These will include:
•
•
General classroom and faculty office renovations.
Renovations to the 15 th and Hamilton Street property to
accommodate parking, storage, and facility operations.
34
•
•
•
Replacement of West Building elevators.
Fencing and landscaping the front of the Winnet
Building.
Parking garage renewal to address critical deferred
maintenance issues.
10. Facility Master Planning Based upon the conceptual planning which
occurred during the 2010-11 year, the second phase of the Facility
Master Planning process will be initiated. This phase will require the
identification of an architect partner with significant expertise in
long-range higher education facility planning.
11. Emergency Response Planning - Efforts to strengthen the College's
Emergency Response Plan will continue. Specific initiatives will
include:
•
•
•
•
•
Ongoing efforts to increase participation in the College's
emergency messaging systems (e2 Campus).
Table-top-exercise drills of the Emergency Response
Plan.
Continued development of emergency communication
tools including Alertus, Lynx, Avaline, Voice over
Internet, and emergency call stations at outdoor
locations.
Continued training for staff on the handling of campus
emergencIes.
Continuing development of campus emergency websites
to ensure that timely and comprehensive information is
available for students and staff during emergency
situations.
12. Expanded One Card Program - The functional applications of the
College's C-BORD Campus Card program will be greatly expanded.
In addition to the current ID card and limited door access functions,
new functionalities will include: creating expanded door access fully
integrated with other security systems; student and staff purchases in
campus vending, manual foods and bookstore; student activity
purchases; and campus printing.
35 13. Marketing The College will continue to implement the "Path to
Possibilities" marketing and image-enhancement plan which supports
the marketing-related goals identified in the Strategic, Enrollment
Management, and Business and Industry Plans. Efforts for the year
will include "sub-market branding" to support enrollment growth in
targeted areas.
14. Electronic Communications
The Marketing and Government
Relations staff will continue to develop new electronic
communication strategies to promote access to timely information and
support of the College's goals for green operations.
15. Legal Compliance Review - Under the leadership of the General
Counsel, staff will undertake a formal review of the growing number
of regulatory and legislative changes which are impacting on the
College's operations. Examples of areas to be included in the review
are: Distance Education, American Disabilities Act, and Health Care
Reform measures.
16. Homepage Redesign - Current efforts to restructure and update the
College's homepage will continue. This includes: introducing a
consistent layout format throughout the site; updating all pages and
eliminating outdated information; and utilization of a new content
manager tool for the ongoing updating of College pages.
17. Institutional Advancement - Community College of Philadelphia is
committed to building a more robust fundraising program that will
help to bridge the widening operational gap caused by decreased
public funding. As the College looks toward its next larger and more
expansive campaign, important infrastructure needs must be
addressed within the Office of Institutional Advancement including a
more comprehensive database system, improved research capability
and expanded frontline fundraising. Specific goals for engagement
over the next two or three years will lead to more effective
fundraising. These include a commitment by the College to broaden
and cultivate its most important relationships as follows:
36 •
•
•
•
•
•
Strengthen campus and regional actIvItIes that engage
alumni, students, parents, faculty, staff and friends and
provide increased access to Community College's vast
resources.
Strengthen the College's connection to area corporations
and businesses and continue to build Community
College's regional relationships.
Build alumni programming that create new ways for
alumni to connect with the College, academic
departments and each other.
Grow the number of alumni, faculty and staff who
support Community College'S commitment to
educational excellence through their annual gifts.
Increase the number of individuals who create lasting
legacies through their planned gifts and Legacy Society
participation.
Deepening student awareness and involvement in the full
range of development and alumni relations activities.
Credit Enrollments
Figure A (page 37 A) reports annual credit FTE enrollment levels at the
College over the past two decades, as well as currently-estimated enrollments for
2010-11 and budgeted enrollments for 2011-12. The enrollment data in Figure A
demonstrate the counter-cyclical nature of the College's enrollments. Credit
enrollments peaked in 1992-94, in 2003-04, and again in 2010-11. These peak
enrollment time points are consistent with economic slowdowns at the regional
and/or national levels. Credit enrollments are projected to equal 16,092 FTEs for
2011-12, a level unchanged from the 2010-11 enrollments.
Underlying the cyclical fluctuation in enrollments has been a general
upward trend in enrollments. This is explained by demographic trends; labor
market changes which are creating a growing wage premium for postsecondary
education attainments; new program and facility expansion by the College; and,
most recently, by the significant expansion of educational opportunities at the
College's Regional Centers and through distance learning. As noted earlier, the
existence of a variety of external factors which will both negatively and positively
37 FIGURE A
TOTAL ANNUAL CREDIT STUDENT FTE ENROLLMENT
18,000.0 , - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - ,
16,000.0
14,000.0
12,000.0
+---~.-. . .~:::~~--. ------~~~~. .~~~--. .-----:::~:~~~
. . --.. . .c....----_~=.:~. ~. ~~~~-. . . ~. .~. .-.~-~--~"'---I""'"
,/
/
/'
~/
""--
-u­
.
----------j
10,000.01-----­
8,0000
......
~..-a
- - - _ ..
_
......... _ - - - - _ .........­
+---.. . . . - - - - - -.. . . . - --.. . - ----.. . . .- -------.. . . - -
-.-------1
6.0000
4,0000
2,0000
-.---------­
90- 91- 92- 93- 94- 95- 96- 97- 98- 99- 00- 01- 02- 03- 04- 05- 06- 07- 08- 09- 10- 11­
91 92 93 94 95 96 97 98 99 00 01 02 03 04 05 06 07 08 09 10 11 12
FISCAL
CREDIT FTES(1) YEAR
1990-91
1991-92
1992-93
1993-94
1994-95
1995-96
1996-97
1997-98
1998-99
1999-00
2000-01
2001-02
2002-03
2003-04
2004-05
2005-06
2006-07
2007-08
2008-09
2009-10(1)
11,007.0
12,733.5
14,576.5
14,649.0
13,769.0
13,271.0
12,822.0
12,572.0
12,627.5
12,355.0
12,957.0
14,177.0
14,968.0
15,606.0
15,302.0
13,674.0
13,572.0
13,9420
14,209.0
15,809.0
16,091.0
2010-11 (2)
2011-12 (3)
16,092.0
(1) Includes out-of-state FTEs.
(2) Estimated as of May 2011. Includes out-of-state FTEs.
(3) Projected.
37A
impact on enrollments have led to the conclusion that stable credit enrollments
should be assumed for the 2011-12 year.
Non-Credit Enrollments
The enactment of Act 46 in July 2005 substantially altered the revenues
received by the College for non-credit FTEs. Prior to the 2005-06 year, the
College received current-year funding for each FTE taught in its non-credit
programs. Over 80 percent of the College's non-credit FTEs historically were
taught in the area of adult literacy including Adult Basic Education, English as a
Second Language, and GED programs. Other than a 30-dollar fee which was used
to cover the cost of books provided to students, there was no other direct source of
revenue for adult literacy programs. Non-credit offerings in other areas such as
workforce training have tuition charges set at levels which are sufficient to cover
all costs associated with offering the courses and also return modest net revenues
to the College.
To partially mitigate the complete elimination of State funding for adult
literacy programs, $70 course fees were introduced for the 2006-07 year. Student
books are provided out of the course fee. Since being set at $70, there has been no
change in this fee and it will remain at $70 for the 2011-12 year. Recent years'
efforts to structure the programs to maximize opportunities for student success,
and to operate the programs in an efficient manner as possible will continue.
The following table shows 2009-10 and 2010-11 projected non-credit
enrollments:
Category
2010-11 FTEs
2011-12 FTEs
Adult Literacy
499
492
Workforce Development
123
97
Other
378
378
Total- Non-Credit
1,000
38 967
Staffing
The budgeted number of full-time positions in the operating budget is 912,
an increase of 2.5 from the 909.5 full-time positions in 2010-11. The limited new
positions for 2011-12 were made to provide the resources needed to support
growth in the College's private funding raising efforts, to support continuing
improvements in the use of technology, and to meet contractual full-time faculty
staffing requirements. More details on position changes for the 2011-12 year can
be found in the section on expenditures.
39 PART III EXPLANATION OF BUDGET TERMINOLOGY The definitions of several terms that are used throughout the budget tables
are provided below:
Current Operating Revenue and Expenses - Refers to all operating revenues
and expenses associated with the delivery and administration of instructional
programs including revenues and expenditures associated with the rental of
property and equipment. Library book and audio visual software expenditures are
included in the "current operating expense" category.
Educational and General Revenues - Includes all current operating revenues
plus revenues from student fees and other non-tuition charges to students.
Excluded are revenues from auxiliary entetprises.
Educational and General Expenses - Includes all current operating expenses
plus costs associated with student activities, college-based financial aid, and
commencement. Excluded are expenses associated with auxiliary enterprises.
Capital Expenditures - Includes the purchase of equipment, furniture, and
computer software with a value greater than $500 and debt-service payments.
While space rental and leased equipment expenditures are funded as capital by the
State, these items are included in the current operating portion of the budget.
Lapsed-Budget Dollars - Refer to dollars originally budgeted for full-time salary
and fringe benefit expenses which are not spent because a position is temporarily
or permanently vacant, or because a position is filled at a salary amount less than
was originally budgeted. Because some temporary vacancies of positions are
inevitable in every fiscal year, a projected value for lapsed-budget dollars is
always included in the College's budget plan.
Actual 2009-10 - Final 2009-10 operating expenses and revenues based upon the
audited financial statements prepared by KPMG. These totals include budgeted
operating expenditures which were funded by Federal Vocational-Education
funds.
40
Approved 2010-11 Budget - Expenses and revenues
adopted by the Board on June 3,2010.
In
the 2010-11 budget
Revised 2010-11 Budget - Changes include: revisions to instructional dollars
based upon deviations from budgeted enrollments; the reallocation of unused full­
time salary dollars to the lapsed-budget accounts; improved information on actual
costs of mandatory expenses such as fringe benefits and insurance which became
available after the 2010-11 budget was prepared; and other inter-expense-code
adjustments made by cost center managers.
Revised 2010-11 operating
expenditures are projected to be $2,742,998 less than the approved 2010-11
budget. Revised operating revenues are projected to be $1,454,880 less than in the
approved 2010-11 budget.
41 PART IV - EXPENDITURES Current Operating; Expenses
The 2011-12 current operating budget totals $124,019,353. This represents
an increase of $2,972,662 or 2.46 percent more than the revised 2010-11 budget.
Salaries and Wages
The salary budget adjusted for projected lapsed salary dollars is
$73,389,803, an increase of $471,906 or .6 percent over the revised 2010-11
budget. The salary budget does not include any changes in salaries for continuing
employees. The number of positions in the 2010-11 operating budget and the
planned 2011-12 operating budgets are shown below:
Faculty Positions
Budgeted Positions 2010-11
Net New Positions
Budgeted Positions 2011-12
421.0
10.0
431.0
Instructional Aides
Budgeted Positions 2010-11
Budgeted Positions 2011-12
18.0
18.0
Classified/Confidential Positions
Budgeted Positions 2010-11
Positions Added
Positions Deleted
Budgeted Positions 2011-12
268.0
+1
-6
263.0
Administrative Positions
Budgeted Positions 2010-11
Positions Added
Positions Deleted
Budgeted Positions 2011-12
202.5
+4.5
-7.0
200.0
Total College
Total Positions 2010-11
Position Changes
Total Positions 2011-12
909.5
+2.5
912.0
42 Administrative, Classified and Confidential Employee Changes
A total of 10 faculty positions are budgeted to meet contractual
requirements as well as current program needs. The 2011-12 administrative (+4.5)
and classified/confidential (+ 1) new positions reflect needs required to support
technology usage, and enhanced private fund raising efforts. Position reductions
were made in areas where there were unfilled vacancies that were judged to be less
essential given the projected budget constraints for 2011-12.
Non-Salary Operating Expenses Change
Healthcare costs are expected to increase by $2,281,911 or 13.0 percent.
This is an estimate arrived at with actuarial assistance from Alliant Insurance
Services, Inc., the College's healthcare consultant. In 2009-10, the College placed
its healthcare programs into a self-insurance program. The projected expense for
2011-12 is based upon self-insurance expense incurred in 2009-10 and 2010-11,
as well as Alliant Insurance Services, Inc. projections for healthcare cost inflation.
Non-salary expense planning has been undertaken following the budget
planning principles outlined in Part I. Major factors contributing to growth in
non-salary expenditures include: leased technology equipment and software,
additional insurance and cleaning costs for new facilities, increased audit fees due
to new standards for auditing federally-funded programs, increased property rent
for the West Regional Center expansion, and fringe benefits cost escalation. An
The
institutional contingency amount of $500,000 has been budgeted.
contingency provides flexibility to address emerging priorities during the year, and
a small cushion for unanticipated, but critical, expense needs.
43 Leases
Some equipment leases are funded as capital with 50 percent support from
the State after the· first year. The following is a list of major software and
equipment leases budgeted for the 2011-12 year:
Equipment and Software Leases
Cost Department
Description
---...::...;...;...;.
Sun Ser..ers and Storage Devices Leases
Sun Ser..ers, Storage Devices & Cisco Equipment Leases
IT Infrastructure Upgrade
Oracle Site License Financing Lease
Oracle Software Maintenance
Banner Sofware Maintenance
Evisions, Brio, SOL Production, Schedule/Resource 25 Software Maintenance
Appworx Software Maintenance
Imaging System Software Maintenance
NOI.eIi Groupwise Software Maintenance
PeopleAdmin Software Maintenance
Microsoft Campus License
McAfee Anti-Virus Software Maintenance
Web Search Engine Software Maintenance
CBORD ID Card Software Maintenance
CBORD Stored Value, Access, Security Software Maintenance
Other Non-Banner-Related Software Maintenance
Data and Voice Lines
Faculty/Staff PCs and ser..er Leases
Telephone System Financing Lease
Classroom & Lab PC Leases
Copier Leases - High Speed and Satellite
NexPress Kodak Printer Financing Lease
Duplicating Color Press and Platemaker Financing Lease
Johnson Control Performance Contract Financing Lease
Miscellaneous Leases
Less:
Perkins Local Plan Funding
Amount in Operating Budget
180,990
256,484
285,300
127,383
375,218
307,133
71,089
26,269
26,703
112,161
24,400
56,000
58,000
20,600
15,087
28,031
113,491
318,869
225,000
165,722
565,062
140,343
78,759
17,540
496,660
379,688
4,471,982
ITS
ITS
ITS
ITS
ITS
ITS
ITS
ITS
ITS
ITS
ITS
ITS
ITS
ITS for Communications
ITS
ITS
ITS
ITS
ITS
ITS
Student Academic Computing
Duplicating
Duplicating
Duplicating
Facilities
Various
(295,062)
4,176,920
Under the provision of Act 46, less capital lease funding is available to
community colleges than under the prior State funding approach. Of the above
amount, $215,000 will be funded by the State through capital lease funds.
44 Capital Expenses
Required debt-service payments for 2011-12 will total $13,009,310. The
long-term debt has the following components: the 1994 Bonds, refinanced in
1999, for the Northeast Regional Center, library expansion, and several other on­
campus projects which has a required payment of $1,357,895; the 2003 Banner
project debt, $828,105; and the 2007 Bond Issue which refinanced the 1998 Bond
(Northwest Regional Center and Main Campus Projects), and the 2001 Bond
(Center for Business and Industry Project) with a payment amount of $2,891,656.
The debt service for the Main Campus and Northeast Regional Center expansion
projects is $7,053,833. A ten-year note ($3,000,000) was issued in October 2006
to fund roof repairs, sidewalk replacements, and exterior brickwork repairs. The
annual debt service for the note is $373,413. A five-year SPSBA loan to fund the
West Building elevator overhaul, the Mint masonry project, and the replacement
of the Northwest Regional Center chiller has a required payment in the amount of
$290,402. A five-year SPSBA loan undertaken to pay for the renovation costs of
expanding the West Regional Center has a required payment of$214,006.
The planned capital equipment, furniture, software, and facility
renovations budget totals $1,400,000. Perkins Vocational Education funds of
$100,000, capital fees of$370,000, and $930,000 of the City appropriation will be
used to fund this portion of the capital budget.
Student Activities and Athletics and Commencement Expenses
Student activity and commencement expenditures are funded from the
General College fee, revenues generated from student events, and net profits from
the bookstore and food service functions. The projected level of expenditures in
this area is $2,405,822.
45 PART V - REVENUES
The 2011-12 revenue projections were developed in the following manner:
State Current Operating and Lease Revenues
For the third fiscal year, the provisions of Act 46 enacted for the 2005-06
year, have been bypassed in the State Budget process. The Governor has proposed
funding that is ten percent less than was received in fiscal 2011. CCP operating
funding appropriations for the last three years and proposed for 2011-12 are as
follows:
$31,495,479
$31,594,396
$3 1,377,104
$28,251,907
2008-09
2009-10
2010-11
2011-12
Of the amounts received in 2009-10 and 2010-11, $2,844,299 was allocated each
year to the College out of federal stimulus (ARRA) funding received by the State
and used in place of other State revenues.
Included in the State funding amount is fifty percent funding for most leased
building and some leased equipment costs included in the operating expense
budget. State operating revenues available for leases are projected to be $215,000.
The rules for capital lease funding have been revised under procedures set in place
by Act 46. Fewer capital leases are now eligible for reimbursement than was the
circumstance prior to the Act 46 being enacted.
46 Student Current Operating Revenues Student Tuition Revenues were projected as follows: Revenue
Adjustments
-----
Revenue Category
Gross Revenues:
Credit Hours Taught 394,984
Tuition - $138 per credit
Gross Tuition Revenue**
Net Contribution from CBI Professional
Development Courses (Ed2Go, ACT,
WEDNet, Consortium)
Net Contribution from Business and Industry Contracted Non-Credit Programs Net Contribution from Adult and Community Non-Credit Programs
Technology Fee - $28 per credit
Credit Course Fees
Distance Education Fees
Adult Literacy Program Fees
Senior Citizen Course Fees
Regulatory and Other Non-Instructional Fees
Tuition Revenue Adjustments:
Opportunity Now/Chamber of Commerce
Programs
Student Receivable Write-Offs and
Tuition Adjustments Tuition Waivers and Exemptions Credit Card Fees Senior Citizen Tuition Discount Collection Costs Total Tuition Adjustments Total
Revenues
$59,777,182
677,000
25,000
11,197,800
2,885,000
417,000
105,000
10,000
886,800
(250,000)
(1,170,000)
(435,000)
(325,000)
(46,700)
(120,000)
(2,346,700)
TOTAL PROJECTED
STUDENT REVENUES
$73,634,Q82
* The $138 per credit is effective for the fall 20] 1 term. The summer II 201 J charge per credit will be $128.
** Assumes 500 FTE out-of-county students and 500 FTE out-of-State students.
47 Consistent with prior years' budget development practices, business and
industry program contract revenues are budgeted on a net-revenue basis. The
nature of the educational contracts that are developed and entered into during the
course of the year with clients makes it impossible to predict accurately
expenditures in advance. Based upon current projections for 2011-12 Corporate
Solutions contracts, a net revenue performance target of $425,000 has been set for
contracted non-credit programs. A similar net-revenue target of $252,000 has
been set for other Business and Industry non-credit programs and initiatives, and a
target of$25,000 for non-credit adult continuing education programs.
City Current Operating Revenues
Based upon the Mayor's budget proposal, the 2011-12 City appropriation
is projected to be $25,409,207. This reflects funding at the level received from the
City in 2010-11 after the four percent cut in funding was put in place in fall 2010.
City dollars are first applied to the City's share of debt service and capital
expenses. The remaining revenues are available to support current operating
expenses. The computation for 2011-12 is as follows:
City Appropriation
Less: Debt Service
Less: Capital Purchases
$ 25,409,207
6,682,222
930,000
A VAILABLE FOR
CURRENT OPERATING
BUDGET
$17,796,985
Other Current Operating Revenues
Several other sources of revenue are available to support the College's
operating budget. Projections for these are as follows:
48 $
Investment Income
Indirect and Administrative
Cost Recovery
780,000
350,000
293,166
Parking Lot and Garage
Net Proceeds
Foundation Support,
Space Usage Fees, and
Miscellaneous Income
265,000
Vocational-Education (Perkins) Funds
250,500
TOTAL-OTHERREVENUE
The investment-income projection assumes that the Commonfund Multi
Strategy and Intermediate Bond investments will yield 3.0 percent, that the TIAA­
CREF longer-term fixed-income strategy will earn 3.5 percent, and that short-term
investments will yield .5 percent. The average amount of investable funds is
projected to be 41,000,000. A total of $250,500 in Perkins Vocational-Education
Funds is projected to be received to provide educational services to students in the
College's career programs. The Indirect and Administrative Cost Recovery in the
amount of $350,000 is largely composed of federal dollars received to support the
award of federal financial aid dollars. The College Foundation will provide
$75,000 for the operating budget.
49 Revenue Enhancement Planning
The above revenues contain a range of revenues that have been developed
by the College to modestly reduce the College's dependence on City, State and
student funding. Projected revenues in these categories for 2011-12 are:
Investment Income
Net Proceeds from Parking Operations
Foundation Support for Operating Budget
Net Revenues from Center for Business
and Industry Activities
Net Revenues from Expanded Bookstore
and Food Service Operations
Total Revenue Enhancement Funds
$ 780,000
293,166
75,000
677,000
545,568
$2,370,734
The last few years' economic challenges have adversely impacted both investment
income and revenues from the Center for Business and Industry.
BUDGET/BUDGETl2.DOC
50 PART VI
DETAILED REVENUE, EXPENSE AND ENROLLMENT TABLES
TABLE I
BUDGET SUMMARY - FUNDING SOURCES AND APPLICATIONS
OF FUNDS FOR THE JULY 1,2011 - JUNE 30, 2012 FISCAL YEAR
This table provides a summary of all operating and capital revenues and
expenses projected for the 2011-12 year. The total expense budget for the 2011­
12 year, including both capital and operating expenses, is $141,177,492. The
2011-12 budget plan includes the use of $2,397,713 of carry-over funds from prior
years' budget surpluses.
Note:
This table and subsequent tables do not reflect the accrued post­
retirement benefit expense liability which was required to be reported in fiscal
year 2008 for the first time under GASB 45.
The projected amount for this
accrued expense liability in the 2011-12 year is $5,928,517.
51 TABLE I
BUDGET SUMMARY - FUNDING SOURCES AND APPLICATION OF FUNDS FOR THE FISCAL YEAR JULY 1,2011 - JUNE 30, 2011 O~erating
FUNDING SOURCES
Student Tuition Student Technology Fee Credit Course Fee Distance Education Fee Adult Literacy Program Fee Senior Citizen Fee Regulatory and Other Non-Instructional Fees City of Philadelphia Commonwealth of Pennsylvania Interest Income Indirect Cost Allowances Vocational Education Support Funds Miscellaneous Income $58,132,482
11,197,800
2,885,000
417,000
105,000
10,000
886,800
17,796,985
28,251,907
780,000
350,000
250,500
265,000
Total Current Operating Revenues
121,328,474
Student General, Graduation & Capital Fees Grant Capital Revenues 1,860,254
Total Educational and General Revenues
Ca~ital
$7,612,222
6,327,088
Total
$58,132,482
11,197,800
2,885,000
417,000
105,000
10,000
886,800
25,409,207
34,578,995
780,000
350,000
250,500
265,000
2,230,254
100,000
370,000
100,000
123,188,728
1,181,741
1,181,741
Auxiliary Enterprises
~124,370,469
TOTAL SOURCES OF FUNDS
~14,409,310
~138,779,779
APPLICATION OF FUNDS
Current Operating Expenses Less: Anticipated Lapsed-Budget Dollars 125,619,353
(1,600,000)
$125,619,353
(1,600,000)
Reduced Current Operating Expenses
124,019,353
124,019,353
2,405,822
2,405,822
126,425,175
126,425,175
Student Activities & Commencement
Total Educational and General Expenditures
343,007
Auxiliary Enterprises Capital Acquisitions Debt Service $126,768,182
TOTAL USES OF FUI\JDS
Transfer to Student Activities Reserve Transfer from Carry-Over Funds $1,400,000
13,009,310
343,007
1,400,000
13,009,310
$14,409,310
$141,177,492
$0
($2,397,713) *
~124,370,469
TOTAL APPLICATION OF FUNDS
$0
($2,397,713)
~14,409,310
~138,779,779
* The amount shown for the Transfer from Carry-Over Funds does not include the impact of the accrued post retirement
expense that is required to be booked by GASB 45. The value of the accrual for fiscal year 2012 is estimated at $5,928,516.
52 TABLE II STATEMENT OF CURRENT FUND REVENUES FOR THE 2011-12 FISCAL YEAR IN COMPARISON TO 2009-10 FISCAL YEAR ACTUALS AND THE 2010-11 REVISED BUDGET This table provides detail on all projected sources of current revenue for
the 2011-12 year and contrasts them with current- revenues for 2009-10 and 2010­
Il. Key factors positively influencing 2011-12 revenue changes are the increase
in the tuition charge per credit from $128 to $138, and increases to the Distance
Learning and High-Cost Course fees.
As provided for in the Mayor's and
Governor's budget proposals, the budget revenue plan assumes no change from
the 2010-11 level in City funding and a 10 percent decrease from the 2010-11
amount in State funding. Carry-over revenues from prior years are being used to
develop a balanced budget plan for 2011-12.
The "net contributions from contracted non-credit instruction and other
non-credit instruction" reported under student tuition include the net proceeds
projected to be received from business and industry contracts and programs,
including the Collegiate Consortium which operates at the Naval Yard location in
South Philadelphia, and a small net contribution is projected from Adult Non­
credit Instruction.
53 TABLE II ST ATEMENT OF CURRENT FUND SOURCES OF REVENUES FOR THE FISCAL YEAR 20011-12 IN COMPARISON TO FISCAL YEARS 2010-11 AND 2009-10 EDUCATIONAL AND GENERAL
Tuition
Technology Fee
Credit Course Fee
Distance Education Fee
Adult Literacy Program Fee
Senior Citizen Fee
Regulatory and Other Non-Instructional Fees
Net Contribution from Contracted Noncredit Instruction
Net Contribution from Other Noncredit Instruction
Net Contribution from Adult Community Noncredit Instruction
Total Student Revenues
City of Philadelphia
Commonwealth of Pennsylvania
Total Governmental Appropriations
Interest Income
Indirect Cost Allowances
Vocational Education Support Funds
Miscellaneous Income
Total Other Income
Total Current Operating Revenues
General College Fee & Graduation Fec #
Other Student Activity Revenues #
Total Other Student Income
TOTAL EDUCATIONAL AND
GENERAL REVENUES
Bookstore #
Food Service #
Parking Lot & Garages
Total AuxilialY Enterprises
TOTAL CURRENT FUND
SOURCES OF REVENUES
Transfer (from) to Quasi-Endowment Reserve
Transjer (H-om) to Carry-Over Funds
II
2009-10
Actual
Proposed
2011-12
Budget
Revised
2010-11
Budget
Approved
2010-11
Budget
% Change
From 2010-11
Revised
$49,676,101
11,021,696
2,483,702
348,255
132,860
18,083
979,620
457,778
168,941
20500
65,307,536
553,517,680
11,325,881
2,485,000
356,000
105,000
20,000
953,700
582,000
175,000
25000
69,545.261
$53,390,381
11,193,560
2,570922
359.130
105,000
10,000
879,305
284,000
130,000
25000
68,947,298
$57,430,482
11,197,800
2,885,000
417,000
105,000
10.000
886,800
502,000
175,000
25000
73,634.082
7.6
0.0
12.2
16.1
0.0
0.0
0.9
76.8
34.6
0.0
6.8
19.073.934
31 594396
19.116.376
31,409104
18,297,659
31377 104
17,796.985
28251 907
(27)
50,668,330
50,525,480
49,674,763
46,048,892
(7.3)
1,587,209
405,415
232,539
256607
562,500
300,000
300,000
235000
535,400
350,000
240,900
265000
780,000
350,000
250,500
265000
45.7
0.0
40
0.0
2,481,770
1,397,500
1,391,300
1,645,500
18.3
118,457,636
121,468,241
120,013,361
121,328,474
1.1
1.628,018
178040
1,691,708
98000
1,695,254
164054
1.695.254
165.000
00
0.6
1,806,058
1,789,708
1,860,254
0.1
120,263,694
123,257,949
121,872,669
123,188,728
1.1
753,496
50.369
292,351
720.000
38.500
306,448
760,000
54.000
775.200
58.375
348,166
2.0
8.1
1,096,216
1,064,948
1,131,851
1,181,741
4.4
$121,359,910
$124,322,897
$124,370,469
1.1
$52,450
$6,253,601 •
$0
($2,065,160) •
$
($113,245)
(767,079) •
$
$0
(2,397,713) •
These sources of revenue fund Sludent Activities and Athletics Program and do not support the current operating budget.
* The amount shown for the Transfer (from) to Cany-Over Funds does not include the impact of the accrued post retirement expense that is required to be booked by GASB 45.
The value of the accrual for fiscal year 2011 is projected to be $6,038,636 and for fiscal year 2012 is projected to be $5,928,516.
54
TABLE III SUMMARY OF REVENUES AND EXPENDITURES FOR THE 2011-12 FISCAL YEAR COMPARED WITH THE 2010-11 REVISED AND APPROVED BUDGETS (EXCLUSIVE OF CAPITAL REVENUES AND EXPENSES) This table compares planned 2011-12 expenditures and revenues with
those for the prior years. Student tuition and fees, including business and industry
contracted program net revenues, are projected to increase by 6.8 percent.
Budgeted salaries, before lapsing, reflect a $278,094 or .4 percent
decrease over the revised 2010-11 salaries.
This decrease is attributable to
reduced numbers of budgeted administrative and classified positions, and salary
savings from new employees' salaries being lower than those being replaced. No
change in salary for current employees is assumed in the budgeted salary amounts.
Fringe benefit costs are projected to increase by 8.6 percent, and other expenses
are budgeted to increase by .4 percent.
The overall operating budget is
$2,927,662, or 2.5 percent greater than the revised 2010-11 budget.
55 TABLE III
SUMMARY OF CURRENT FUND SOURCES OF REVENUES AND EXPENDITURES FOR THE FISCAL YEAR 2011-12 COMPARED WITH FISCAL YEAR 2010-11 Proposed
2011-12
Budget
Revised
2010-11
Budget
Approved
2010-11
Budget
% Change
From 2010-11
Revised
SOURCES OF FUNDS
Current Oeeratin:;: Re\"enues
Student Tuition and Fees
Governmental
Other
$69,545,261
50,525,480
1,397,500
$68,947,298
49,674,763
1,391,300
$73,634,082
46,048,892
Total Current Operating Revenues
121,468,241
120,013,361
121,328,474
1,789,708
1,859,308
1,860,254
0.1 123,257,949
121,872,669
123,188,728
1.1 1,064,948
1,131,851
1,181,741
4A
$ 124,322,897
$ 123,004,520
$ 124,370,469
1.1
Other Student Fees and Other Revenues
TOTAL EDUCATIONAL AND GENERAL
Auxiliary Enterprises
TOTAL SOURCES OF FUNDS
1
6.8
(7.3)
18.3
1.1
EXPENDITURES
Current O.l!£ratin:;: Exeenditures
Salaries (including Unexpended Dollars)
Less: Anticipated Lapsed-Budget Dollars
Net Salaries
Benefits
Retirement Incentive Expense
Other Expenses
Student Financial Aid Expense
Total Reduced Current
Operating Expenditures
Student Activities & Corrunencement
TOTAL EDUCATIONAL AND GENERAL
Auxiliary Enterprises
TOTAL EXPENDITURES
Transfer (from) to Quasi Endowment Reserve
Transfer (from) to Carry-Over Funds
TOTAL APPLICATION OF FUNDS
$74,965,722
(1,600,000)
73,365,722
$75,267,897
(2,350,000)
72,917,897
$74,989,803
(1,600,000)
73,389,803
(OA)
(31.9)
0.6
29,631,642
450,000
20,207,325
135,000
28,121,383
450,000
19,422,411
135,000
30.552,426
450,000
19,492,124
135,000
8.6
0.0
OA
0.0
123,789,689
121,046,691
124,019,353
2.5
2,273,148
2,483,418
2,405,822
(3.1 )
126,062,837
123,530,109
126,425,175
2.3 325,220
354,734
343,007
$126,388,057
$123,884,843
$126,768,182
$0
($2,065,160) *
$124,322,897
$
($113,245)
(767,079) *
$123,004,520
$
(3.3) 2.3
$0
(2,397,713) *
$124,370,469
• The amount shown for the Transfer (from) to Carry-Over funds does not include the impact of the accrued post retirement expense that is required to be booked by GASB 45.
The value of the accrual for fiscal year 2011 is projected to be $6,038,636 and for fiscal year 2012 is projected to be $5,928,516.
56 TABLE IV
COMPARATIVE ANALYSIS OF CURRENT OPERATING EXPENSE CATEGORIES PROPOSED 2011-12 BUDGET, REVISED 2010-11 BUDGET, APPROVED 2010-11 BUDGET, AND 2009-10 ACTUAL EXPENSES This table provides detail on the budget by expense category.
Comparisons of the 2011-12 budget plan are made with the 2010-11 approved and
revised budgets and to the 2009-10 actual expenses.
In making inter-year-salary compansons, it is important to note that
revised 2009-10 salary lines are smaller than originally budgeted as a result of
budgeted positions which were vacant for part or all of the year. The revised
2010-11 budget reflects the adjustments to original budget allocations that were
made during the course of the fiscal year. Expenditures reported in this table do
not include contracted business and industry non-credit program' instructional
expenses. Those expenses are incorporated into the net revenue target set for
Business and Industry contract programs.
57 Total Fringe Benefits
FRINGE BENEFITS
Medical, Drug, & Dental *
Retirement
FICA Tax
Group Life Insurance
Workers' Compensation
Unemployment Compensation
Disability Insurance
Unused Vacation
Forgivable Loans
Tuition Remission
Total Salaries, Wages & Retirement
Incentive Expenses
Retirement Incentive Payments
Total Salaries and Wages
SALARIES AND WAGES
Instructional - Regular & VLs
Administrative
Instructional - Overload & Part- Time - Credit
Full-Time Classified
Instructional - Summer - Credit
Counselors
Part-Time Laboratory/Professional
Instructional Aides
Curriculum Advising
Librarians
Extended Time Payments
Part-Time Classified
Classified Overtime
Student & Co-Op
Instructional - Overload & Part- Time - Noncredit
Part-time Librarians and Counselors
VI Department Head Supplement
00
Instructional - Summer - Noncredit
Part-Time Tutors
Disability Aides
Shift Differential
18,969,713
5,449,099
2.786,839
426,453
302,071
340,101
335,150
279,515
133,201
609,500
29,631,642
26,751,853
75,415,722
74,965,722
28,121,383
17,589,131
5,491,475
2,825,183
371,200
302,328
356,278
276,800
225,138
87,450
596,400
75,717,897
450,000
75,267,897
24,027
24,027
16,710,144
5,157.721
2,776,344
360,607
259,500
343,399
280,192
216,862
79,515
567,570
69,289,621
412,459
68,877,162
$24,517,757
15,551,901
11,663,396
10,785,028
4,236,056
2,399,673
1,068,840
885,903
767,435
773,446
608,422
395,318
387,279
407,192
249,859
228,464
125,231
119,490
73,180
2010-2011
Revised
Budget
$24.713,177
15,685,157
11,137,591
10,817,036
4,082,296
2,321,714
1,097,540
917,871
795,435
734,681
563,364
458,350
404,311
416,94<1
249,859
228,464
125,231
119,490
73,180
2010-2011
2009-2010
$23,491,258
13,527,198
10,507,786
9,651,805
4,101,138
2,04<1,689
738,040
885,886
802,121
671,639
659,145
356,039
375,286
218,535
285,090
213,381
123,115
136,741
64,850
Approved
Budget
Actual
Budget
30,552,426
19,871,042
5,537,075
2,844,433
372,000
320,468
377,654
282,000
225,138
87,450
635,166
75,439,803
450,000
74,989,803
21,126
$24,898,374
15,681,096
11,086,985
10,670,207
4,254,934
2,369,385
1,056,095
923,416
795,435
736,196
570,417
378,065
355,374
332,441
326,859
214,393
125,231
124,774
69,000
2011-2012
Proposed
Budget
920,784
901,329
87,976
57,594
(54,453)
18,397
37,553
(53,150)
(54,377)
(45,751 )
25,666
24,081
24,081
5,284
(4,180)
1,515
7,053
(80,285)
(48,937)
(84,507)
77,000
(14,071 )
$185,197
(4,061 )
(50,606)
(146,829)
172,638
47,671
(41,445)
5,545
Variance
From
Al:!l:!'d Budget
3.1
4.8
1.6
2.1
(12.8)
6.1
11.0
(15.9)
(19.5)
(34.3)
4,2
0.0
0.0
0.0
0.7
(0.0)
(0.5)
(1 A)
4.2
2.1
(3.8)
0.6
0.0
0.2
1.3
(17.5)
(12.1 )
(20.3)
30.8
(6.2)
0.0
4,4
(5.7)
#DIV/O!
(12.1 )
%
2,431,043
38,766
2,281,911
45,600
19,250
800
18,140
21,376
5,200
{278,094}
(278,094)
5,284
(4,180)
$380,617
129,195
(576,411 )
(114,821 )
18,878
(30,288)
(12,745)
37,513
28,000
(37,250)
(38,005)
(17,253)
(31,905)
(74,751)
77,000
(14,071)
Variance
From
Rev'd Budget
COMPARATIVE ANALYSIS OF CURRENT OPERATING EXPENSE CATEGORIES PROPOSED BUDGET 2011-12, REVISED BUDGET 2010-11, APPROVED 2010-11 BUDGET, AND ACTUAL 2009-2010 EXPENSES TABLE IV 5.4
13.0
0.8
0.7
0.2
6.0
6.0
1.9
00
0.0
6.5
{OA}
(OA)
J11.j}
1.6
0.8
(4.9)
(1 .1 )
0,4
(1.3)
(1.2)
4.2
3.6
(4.8)
(6.2)
(4A)
(82)
(18A)
30.8
(6.2)
0.0
4,4
(5.7)
#DIV/O!
%
Total Other Expenses. General
OTHER EXPENSES. GENERAL
Leased Equipment & Software
Catalogues & Advertising Pool
Supplies & Book Purchases
Contracted Services Pool
Consulting
Equipment Repair & Maintenance
Insurance
Postage
Travel
Legal
Library Books and AV Software
Institutional Membership
Personnel Recruitment
\J1
\0
Hospitality
Audit
Freight and Delivery
Public Events
Overtime Dinner Allowance
Accreditation
Fuel-College Vehicles
Leased Vehicles
Awards
Contingency - Departmental
Contingency· Institutional
• Benefit cost recoveries from grants are reflected in these amounts.
4,044,416
1,599,999
1,437,780
1,050,806
718,902
599,064
509,950
543,000
302,164
225,000
220,011
205,026
135,152
146,178
116,000
63,765
127,712
39,567
18,000
6,000
4,865
3,650
243,767
750,000
13,110,774
10,153,074
Approved
Budget
2010-2011
3,034,085
1,472,898
1,170,036
1,004,869
565,073
486,908
503,659
511,742
276,209
139,863
192,628
215,439
141,683
153,020
122,025
35,761
67,211
21,170
20,370
4,959
8,293
5,171
Actual
Budget
2009-2010
12,903,640
3,965,635
1,834,883
1,407,952
1,134,200
822,834
632,063
509,950
520,170
359,324
200,315
211,311
233,965
196,458
185,465
116,000
50,003
149,072
40,387
19,012
6,000
6,608
4,690
130,478
166,865
Revised
Budget
2010-2011
12,717,542
243,767
500,000
4,176,920
1,360,201
1,329,116
1,006,034
752,300
637,511
559,950
540,150
284,981
200,000
213,000
227,130
135,152
148,652
177,000
51,000
117,712
27,666
18,000
6,000
5,300
Proposed
Budget
2011-2012
(393,232)
(250,000)
435
(3,650)
2,474
61,000
(12,765)
(10,000)
(11,901)
132,504
(239,798)
(108,664)
(44,772)
33,398
38,447
50,000
(2,850)
(17,183)
(25,000)
(7,011 )
22,104
Variance
From
A~~'d Budget
(3.0)
3.3
(15.0)
(7.6)
(4.3)
4.6
6.4
9.8
(0.5)
(5.7)
(11.1 )
(3.2)
10.8
0.0
1.7
52.6
(20.0)
(7.8)
(30.1)
0.0
0.0
8.9
(100.0)
0.0
(33.3)
%
(186,098)
(1,308)
(4,690)
113,289
333,135
211,285
(474,682)
(78,836)
(128,166)
(70,534)
5,448
50,000
19,980
(74,343)
(315)
1,689
(6,835)
(61,306)
(36,813)
61,000
997
(31,360)
(12,721)
(1,012)
Variance
From
Rev'd Budget
COMPARATIVE ANALYSIS OF CURRENT OPERATING EXPENSE CATEGORIES PROPOSED BUDGET 2011-12, REVISED BUDGET 2010-11, APPROVED 2010-11 BUDGET, AND ACTUAL 2009-2010 EXPENSES TABLE IV (1.4)
5.3
(25.9)
(5.6)
(11.3)
(8.6)
0.9
9.8
3.8
(20.7)
(0.2)
0.8
(2.9)
(31.2)
(19.8)
52.6
2.0
(21.0)
(31.5)
(5.3)
0.0
(19.8)
(100.0)
86.8
199.6
%
0'1
0
TOTAL REDUCED CURRENT
OPERATING EXPENSES
Budget Dollars
LESS: Anticipated Lapsed-
OPERATING EXPENSES
TOTAL CURRENT
Student Aid
Total Other Expenses
Total other Expenses. Plant
OTHER EXPENSES· PLANT
Electricity
Natural Gas
Water and Sewer Rent
Fuel Oil
Contracted Security Service
Contracted Cleaning
Plant Maintenance & Repairs
Contracted Plant Operations
Property Rent
Plant Operations Material & Supplies
Real Estate Tax & Property Mngmt Fee
Boiler & Elevator Certificate
$112,465,539
$123,789,689
(1,600,000)
125,389,689
135,000
134,251
112,465,539
20,207,325
7,096,551
6,136,740
16,289,814
2,285,450
433,255
292,055
78,875
1,250,000
1,207,599
547,443
411,201
273,000
214,135
95,000
8,538
Approved
Budget
2010·2011
1,760,321
247,300
239,200
49,443
l,l4S,006
1,088,944
495,867
468,763
269,813
267,090
94,783
7,211
Actual
Budget
2009·2010
$121,046,691
(2,350,000)
123,396,691
135,000
19,422,411
6,518,771
1,945,422
283,895
292,055
78,875
1,252,100
1,056,800
597,443
508,400
273,000
209,493
12,500
8,788
Revised
Budget
2010-2011
$124,019,353
(1,600,000)
125,619,353
135,000
19,492,124
6,774,582
6,000
2,004,514
306,137
292,055
78,490
1,237,000
1,121,011
541,623
596,152
408,000
183,600
Proposed
Budget
2011-2012
229,664
229,664
(715,201 )
(321,969)
(385)
(13,000)
(86,588)
(5,820)
184,951
135,000
(30,535)
(95,000)
(2,538)
(280,936)
(127,118)
Variance
From
A~~'d Budget
0.0
0.2
0.0
(3.5)
(4.5)
(12.3)
(29.3)
0.0
(0.5)
(10)
(7.2)
(1.1 )
45.0
49.5
(14.3)
(100.0)
(29.7)
%
2,972,662
750,000
2,222,662
69,713
255,811
(385)
(15,100)
64,211
(55,820)
87,752
135,000
(25,893)
(12,500)
(2,788)
59,092
22,242
Variance
From
Rev'd Budget
COMPARATIVE ANALYSIS OF CURRENT OPERATING EXPENSE CATEGORIES PROPOSED BUDGET 2011-12, REVISED BUDGET 2010-11, APPROVED 2010-11 BUDGET, AND ACTUAL 2009-2010 EXPENSES TABLE IV 2.5
(31.9)
1.8
0.0
0.4
3.9
3.0
7.8
0.0
(0.5)
(1.2)
6.1
(9.3)
17.3
49.5
(12.4)
(100.0)
(31.7)
%
TABLE V STATEMENT OF CAPITAL REVENUES AND RECOMMENDED EXPENDITURES FOR THE 2011-12 FISCAL YEAR IN COMPARISON TO THE 2010-11 FISCAL YEAR This table compares capital expenses and revenues for the 2010-11 and
2011-12 years. Capital expenditures for 2011-12 using City funds are budgeted at
a level of $7,612,222. Total State-funded capital allocations are projected to be
$6,327,088.
A total of $370,000 from out-of-county student capital fees is projected to
be available.
In addition, $100,000 of Federal Vocational Education (Perkins)
Funds will also be used for capital purchases. At the point in time the budget plan
was completed, no decision by State officials on funding levels for non-mandated
(discretionary) capital had been made.
College policy requires that capital purchase projects with a unit value of
$50,000 or greater be specifically approved by the Board.
Pending final
determination of City and State funding levels for the 2011-12 year, a decision on
which capital projects will be recommended to the Board has not been made.
Known expenditure areas will include renovation and outfitting costs associated
with the expanded West Regional Center, equipment associated with the
technology infrastructure renewal, and essential facility renewal expenses.
61 TABLE V
STATEMENT OF CAPITAL REVENUES AND EXPENDITURES FOR THE FISCAL YEAR 2011-2012 IN COMPARISON TO FISCAL YEAR 2010-11 Variance
from Revised
Budget
Approved
2010-11
Budget
Revised
2010-11
Budget
Proposed
2011-12
Budget
Almropriations
City of Philadelphia
Commonwealth of Pennsylvania
$7,351,548
6,330,656
$7,111.548
6,330,656
$7,612,222
6,327,088
$500,674
(3,568)
Total State & Local Appropriations
13,682,204
.13,442,204
13,939,310
497,106
370,000
100,000
10,000
3,000
CAPITAL REVENUES
Other Sources
Capital Fee
Perkins Grant
320,000
100,000
TOTAL SOURCES OF FUNDS
360,000
97,000
$14,102,204
$13,899,204
$14,409,310
$510,106
$1,200,000
100,000
$1,000,000
97,000
$1,300,000
100,000
$300,000
3,000
1,300,000
1,097,000
1,400,000
303,000
2,895,857
2,895,857
2,891,656
(4,201)
(850)
400
(2,937)
CAPITAL EXPENDITURES
Capital Purchases
Furniture, Equipment, Software &
Renovations
Specially Funded Capital Purchases
Total Capital Purchases
Debt Service
NWRC & Main Campus Projects and Center 2007 Bond - Refinancing
of 1998 & 2001 Bond
for Business & Industry Buildin~
NERC
Administrative Software S)lstem
Roofing and Brick Work
1999A Bond - Refinancing
of 1994A Bond
2003 Bond
2006 Loan
1,358,745
827,705
376,350
1,358,745
827,705
376,350
1,357,895
828,105
373,413
Northeast Regional Center Expansion and
Main Campus Expansion & Renovations
2008 Bond
7,053,145
7,053,145
7,053,833
688
290,402
290,402
290,402
0
214,006
214,006
Northwest Regional Center Chiller, West
Building Elevators & Mint Masonry Renewal 2010 Loan
West Philadetphia Regional Center Expansion
New Loan
& Outfittinl:!
Total Debt Service
TOTAL CAPITAL EXPENDITURES
62 12,802,204
12,802,204
13,009,310
$14,102,204
$13,899,204
$14.409,310
(6,900)
$510,106
TABLE VI STATEMENT OF PROPOSED CURRENT UNRESTRICTED FUND EXPENDITURES BY DEPARTMENT FOR THE JULY 1,2011 - JUNE 30, 2012 FISCAL YEAR (WITH COMPARISONS TO 2009-10 ACTUALS AND 2010-11 APPROVED AND REVISED BUDGETS) Current unrestricted expenditures include all "educational and general"
expenditures plus expenses associated with auxiliary enterprises.
Table VI shows the 2011-12 operating expenditures by cost center broken
down into the two categories of salaries and non-salary expenses.
Total
expenditures for each cost center are compared to the last two years.
In the
instructional areas, the revised 2010-11 budget reflects shifts that have been made
to full-time salary lines as a result of position vacancies and visiting lecturer hiring
during the year. In addition, extended time dollars have been transferred from the
Vice President for Academic Affairs budget to the academic departments where
the extended time activity occurred.
Expenditures reported in this table do not include contracted business and
industry non-credit program expenses. These expenses are incorporated in the net
revenue target set for this activity.
63 0'1
.p-
1,820,432
116,500
712,497
2,566,197
988,461
820,832
364,920
418750
7,808,589
Academic Support Services
Library
Distance Education
Audiovisual Services
Educational Support Services
Academic Advising
Academic Computing
Assessment Center
Center on Disability
Total Academic Support Services
1,191,559
1,545,000
801,239
317,180
309,774
248,301
4,413,053
Division of Business & Technolo911
Business Administration
Computer Technologies
Marketing and Management
Office Administration
Culinary Arts & Hospitality Management
Transportation Technologies Management
Total Division
Instructional Departments
4,713,412
$1,726,442
7,792
1,140,483
409,919
490,900
476,788
461 088
Actual
Total Academic Administration
Academic Administration
Office of VP for Academic Affairs
Staff Development
Division Office - Business & Technology
Division Office - Math, Science, & Health Careers
Division Office - Liberal Studies
Division Office - Adult Community Education
Regional Centers
Educational and General
Department
Total
2009-10
4,632,156
1,234,555
1,544,911
866,618
274,536
390,556
260,715
8,483,854
2,009,959
261,637
729,351
2,877,368
994,904
819,570
400,950
390115
5,887,040
$2,411,640
13,800
1,428,949
416,513
536,256
572,032
568115
4,671,789
1,222,063
1,678,342
840,616
290,045
364,856
275,867
8,062,549
2,001,644
117,200
725,996
2,744,279
928,239
784,811
404,949
355431
5,347,162
$2,238,575
13,800
1,120,712
381,037
543,204
518,808
531,026
Revised
2010-11
2010-11
A~~roved
Total
Total
4,681,865
1,263,597
1,600,945
848,284
285,495
430,419
253,125
7,183,372
1,367,821
121,437
744,924
2,871,769
1,011,356
583,037
307,886
175142
5,005,907
1,222,171
366,675
524,777
525,719
494564
$1,872,001
84,612
800
4,180
625
273
64,987
13747
1,377,702
542,152
116,700
61,147
20,381
2,579
320,819
101,024
212900
463,094
$320,082
7,378
65,380
36,625
11,128
11,785
10716
4,766,477
1,264,397
1,605,125
848,909
285,768
495,406
266,872
8,561,074
1,909,973
238,137
806,071
2,892,150
1,013,935
903,856
408,910
388042
5,469,001
$2,192,083
7,378
1,287,551
403,300
535,905
537,504
505280
----------------2011-12 PROPOSED-------------­
Non-Salary
Total
Salaries
EX[1enses
194,586
29,842
60,214
(17,709)
11,232
104,850
6,157
___
7_7,220
(99,986)
(23,500)
76,720
14,782
19,031
84,286
7,960
(2073)
(478,304)
($219,557)
(6,422)
(141,398)
(13,213)
(351)
(34,528)
(62835)
A[1[1roved
2009-2010
From
Variance
STATEMENT OF PROPOSED CURRENT UNRESTRICTED FUND EXPENDITURES BY DEPARTMENT FOR THE FISCAL YEAR JULY 1,2011 - JUNE 30, 2012 (WITH COMPARISON TO FISCAL YEARS 2009-10 AND 2010-11) TABLE VI 4.2
2.4
3.9
(2.0)
4.1
26.8
2.4
0.9
.cMl.
(5.0)
(9.0)
10.5
0.5
1.9
10.3
2.0
......@JL
illJ.l
(91)
(46.5)
(9.9)
(3.2)
(0.1)
(6.0)
%
94,688
42,334
(73,217)
8,293
(4,277)
130,550
(8995)
498,525
(91,671)
120,937
80,075
147,871
85,696
119,045
3,961
32611
121,839
($46,492)
($6,422)
$166,839
$22,263
($7,299)
$18,696
($25746)
Revised
2009-2010
From
Variance
2.0
i.Ul.
3.5
(4.4)
1.0
(1.5)
35.8
6.2
(4.6)
103.2
11.0
5,4
9.2
15.2
1.0
9.2
2.3
.c£ID.
(2.1)
(46.5)
14.9
5.8
(1.3)
3.6
%
\Jl
Q'\
38,452,618
50,974,619
Total all Instructional Departments
TOTAL ACADEMIC AFFAIRS
155,692
Total Division
20,789,214
Total Division
155,692
10,452,293
820,726
1,339,048
933,002
401,902
649,288
475,046
741,760
1,579,400
1,706,661
510,244
350,904
199,782
629,158
Division of Liberal Studies
English
Foreign Language
History, Philosophy & Religious Studies
Art
Photographic Imaging
Music
ArChitecture, Design & Construction
Behavioral Health/Human Services
Behavioral Science
Social Science
Justice
Paralegal Studies
ASUEngiish Interpreting
Education
Adult Communi!l! Education Instruction Noncredit Instruction
13,094,659
1,678,435
3,158,516
363,396
665,903
126,192
369,361
211,248
468,836
1,502,516
3,949,099
601,157
Total Division
Division of Math, Science. & Health Techno109l!
Nursing
Biology
Cardio·Respiratory Technology
Dental Studies
Medical Assisting
Diagnostic Medical Imaging
Clinical Laboratory Technology
Physics
Chemistry
Mathematics
Allied Health Instruction
Department
2009·10
Actual
Total
54,952,021
40,581,127
378,351
378,351
21,830,936
11,385,111
745,536
1,216,830
960,298
461,882
645,708
500,312
777,633
1,553,423
1,859,850
520,546
353,053
159,228
691 526
13,739,684
1,847,246
3,500,692
359,898
601,495
145,385
354,399
215,133
507,673
1,599,313
4,009,932
598,518
Approved
Total
2010-11
54,663,213
41,253.502
382,788
382,788
22,097,737
11.366,784
863,992
1,249,401
1,083,799
461,403
694,198
489,443
776,673
1,571,219
1,799,599
553,861
372,585
246,891
567,889
14,101,188
1,869,504
3,554,953
388,489
692,104
158,708
390,368
214,807
497,791
1,674,377
4,071,637
588,450
Revised
Total
2010-11
52,255,261
40,065,982
322,633
322,633
21,793,412
11,156,028
906,391
1,171,699
1,061,298
482,694
682,110
481,078
784,822
1,565,986
1,852,125
505,803
344,860
244,360
554 158
13,268,072
1,800,366
3,271,478
366,849
603,861
136,961
327,232
188,656
487,851
1,498,342
3,904,414
682062
2,477,765
636,969
50,250
50,250
90,300
6,449
600
400
13,605
21,614
3,672
5,280
700
750
600
590
31,708
704
3,628
411,807
21,710
226,400
8,233
30,812
8,600
9,024
21,428
2,980
76,135
1,300
5,185
54,733,026
40,702,951
372,883
372,883
21,883,712
11,162,477
906,991
1,172,099
1,074,903
504,308
685,782
486,358
785,522
1,566,736
1,852,725
506,393
376,568
245,064
557786
13,679,879
1,822,076
3,497,878
375,082
634,673
145,561
336,256
210,084
490,831
1,574,477
3,905,714
687247
----------------2011-12 PRO POS ED-------------­
Non-Salary
Total
Salaries
Expenses
(218,995)
182,089
(5,468)
(5,468)
52,776
(222,634)
161,455
(44,731)
114,605
42,426
40.074
(13,954)
7,889
13,313
(7,125)
(14,153)
23,515
85.836
(133,740)
(59,805)
(25,170)
(2,814)
15,184
33,178
176
(18,143)
(5,049)
(16,842)
(24,836)
(104,218)
88729
Approved
From
2009·2010
Variance
STATEMENT OF PROPOSED CURRENT UNRESTRICTED FUND EXPENDITURES BY DEPARTMENT FOR THE FISCAL YEAR JULY 1,2011 - JUNE 30, 2012
(WITH COMPARISON TO FISCAL YEARS 2009-10 AND 2010-11)
TABLE VI ~
0.4
~
(1.4)
0.2
(2.0)
21.7
(3.7)
11.9
9.2
6.2
(2.8)
1.0
0.9
(0.4)
(2.7)
6.7
53.9
(19.3)
~
(1,4)
(0.1)
4.2
5.5
0,1
(5.1)
(2.3)
(33)
(1.6)
(2.6)
%
(2.6) 0.1
tL.!!1
(1.8)
5.0
(6.2)
(0.8)
9.3
(1.2)
(0.6)
1.1
(0.3)
17.9
(8.6)
1.1
(0.7)
~
(2.5)
(1.6)
(3.5)
(8.3)
(8.3)
(139)
(22)
(1,4)
(6,0)
(4.1)
16.8
%
298,193
(322,171)
0.5
~
(9,9051 ~
(9,905)
_ _ _14_,355
(204,307)
42,999
(77,302)
(8,896)
42,905
(8,416)
(3,085)
8,849
(4,483)
281,506
(47,468)
3,983
(1,827)
(101031
(421,309)
(47,428)
(57,075)
(13,407)
(57,431)
(13,147)
(54,112)
(4,723)
(6,960)
(99,900)
(165,923)
98.797
Revised
From
2009·2010
Variance
0"­
0"­
38,034
1,058,757
1,396,839
211,781
1,147,673
1,421,567
1,151,394
5,519,901
663,859
1,708,837
248,737
755,463
1.434,686
16,757,528
10,025,091
General Institutional
Board of Trustees
Office of the President
Human Resources
Diversity and Equity Office
Institutional Advancement
Office of Communications
Marketing and Government Relations
Information Technology Services
Planning and Finance
Controllers Office
Purchasing and Services
General Institutional Expen se
Business Services
TOTAL GENERAL INSTITUTIONAL
FACILITIES OPERATIONS
6,562,515
Total Student Support Services
7,437,121
1,342,633
2,560,460
74,377
53,029
1,178,105
67,680
145,210
TOTAL STUDENT AFFAIRS
1,141,022
Financial Aid
Counseling
Office of Student Activities
Office of Athletics
Records and Registration
Women's Center
Career Services
874,605
Total Student Administration
Student SUQQort Services
Admissions
380,355
270,551
223,700
Student Administration
Office of VP for Student Affairs
Dean of Enrollment Services
Dean of Students
Department
2009-10
Actual
Total
11,666,378
19,340,622
842,171
1,929,228
270,237
811,043
1,638,892
6,966,580
25,711
1,009,912
1,606,120
221,473
1.201,510
1,471,412
1,346,333
8,464,027
7,389,897
1.561,399
2.762,067
81,871
53,701
1,352,427
82,387
151,192
1,344,853
1,074,130
525,090
297,289
251,751
Approved
Total
2010-11
10,735,600
19,085,075
25,711
1,172,764
1,593,389
221,473
1,170,503
1,820,301
1,316,188
6,730,070
764,280
1,743,734
162,853
622,160
1,741,649
8,138,893
7,208,446
1,483,900
2,788,736
80,776
53,701
1,331,015
78,768
151,192
1,240,357
930,447
422,775
276,923
230,749
Revised
Total
2010-11
3,906,390
10,807,228
1,105,002
3,167,257
697,872
1,793,683
243,945
116,999
527677
520,272
1,334,227
191,046
1,109,248
8,020,924
7,138,539
1,537,190
2,859,899
3,500
52,939
1,302,554
80,113
146,620
1,155,724
882,385
380,876
259,280
242,229
7,503,106
8,822,824
23,528
557,680
267,084
22,623
62,513
1,456,414
238,030
4,060,892
285,065
100,064
15,102
563,748
1170081
188,429
110,361
16,144
5,575
3,073
412
26,810
2,033
4600
51,714
78,068
47,483
21,738
8847
11,409,496
19,630,052
7,228,149
982,937
1,893,747
259,047
680,747
1,697,758
1,343,032
23,528
1,077,952
1,601,311
213,669
1,171,761
1,456,414
8,209,353
7,248,900
1,553,334
2.865,474
6,573
53,351
1,329,364
82,146
151,220
1,207,438
960,453
428,359
281,018
251,076
.-••-.-.--------2011.12 PROPOSED···----------­
Non-Salary
Salaries
Total
Expenses
(256,882)
289,430
(2,183)
68,040
(4,809)
(7,804)
(29,749)
(14,998)
(3,301)
261,569
140,766
(35,481)
(11,190)
(130,296)
58866
(254,674)
(140,997)
(8,065)
103,407
(75,298)
(350)
(23,063)
(241)
28
(137,415)
(113,677)
(96,731)
(16,271)
(675)
Approved
2009-2010
From
Variance
STATEMENT OF PROPOSED CURRENT UNRESTRICTED FUND EXPENDITURES BY DEPARTMENT I<'OR THE I<'ISCAL YEAR JULY 1,2011- JUNE 30, 2012 (WITH COMPARISON TO FISCAL YEARS 2009-10 AND 2010-11) TABLE VI ~
1.5
(8.5)
6,7
(0.3)
(3.5)
(2.5)
(1.0)
(0.2)
3.8
16.7
(1.8)
(4.1)
(16.1)
3.6
-<1QL
~
(0.5)
3.7
(92.0)
(0.7)
(1.7)
(0.3)
0.0
(10.2)
~
(18,4)
(5.5)
(Qdl
%
673,896
~977
(2,183)
(94,812)
7,922
(7,804)
1,258
(363,887)
26,844
498,079
218,657
150,013
96,194
58,587
(43,891)
70,460
40,454
69,434
76,738
(74,203)
(350)
(1,651)
3,378
g§.
(32,919)
30,006
5,584
4,095
20,327
Revised
From
2009-2010
Variance
6.3
2.9
~
(0.2)
(6.0)
0.5
(3,5)
0.1
(20.0)
2.0
7.4
28.6
8.6
59.1
9,4
0.9
0.6
5.2
2.8
(91.9)
(0.7)
(0.1)
4.3
0.0
(2.7)
_3_._2_
1.3
15
8.8
%
-...J
0'\
325,220
$126,388.057
727.541
$115,460,946
Total AUl<iliary Enterprises
TOTAL EXPENSES
667.000
(183.560)
256.288
693,435
(206,560)
_2<1(),!l!l6
Auxiliary Enterprises
Bookstore
Food Service
Parking Lot & Garage
2.273,148
123,789,689
(1,600,000)
125,389,689
0
2,240,484
112,492,922
112,492,922
0
Student Activities & ComlTHlncement
Other Expenses
TOTAL REDUCED CURRENT
OPERATING EXPENSES
LESS: Anticipated LapsedBudget Dollars
TOTAL CURRENT
OPERATING EXPENSES
LAPSED SALARY ACCOUNTS
135,000
134,251
STUDENT AID
30,081,641
Approved
750,000
27,164,312
Actual
2010-11
2009-10
CONTINGENCY
STAFF BENEFITS & EARLY
RETIREMENT INCENTIVE PAYMENTS
Department
Total
Total
$124.141,925
777.117
695,408
(184.543)
266,251
2,318,118
121,046,691
(2,350,000)
123,396,691
1,904,897
135,000
166,865
28,567,148
Revised
2010-11
Total
$73,940,086
100,283
21,684
78.599
Q
73,839,803
(1,600,000)
75,439,803
450,000
$56,972.652
480,890
38.314
149,410
293166
2,405.822
54,085,940
54.085,940
135,000
500,000
30,552,426
$127,006,348
581.173
59,998
228.009
293166
2,405,822
124,019,353
(1,600,000)
125.619.353
135,000
500,000
31,002,426
---------------2011-12 PROPOSED-----------­
Non-Salary
Expenses
Total
Salaries
$618,291
(158.555)
(607.002)
411.569
36,878
132,674
229,664
0
229.664
(250,000)
920,785
Approved
2009-2010
From
Vanance
STATEMENT OF PROPOSED CURRENT UNRESTRICTED FUND EXPENDITURES BY DEPARTMENT FOR THE FISCAL YEAR JULY 1,2011 - JUNE 30, 2012
(WITH COMPARISON TO FISCAL YEARS 2009-10 AND 2010-11)
TABLE VI ~
(91.0)
(224.2)
0.0
5.8
0.2
0.0
0.2
~
3.1
%
750,000
$2,864.423
(635,410)
412.552
26,915
87,704
5,105,939
--------­
4,355.939
333,135
2,435,278
Revised
2009-2010
From
Variance
2.3
~
1!U
(91.4)
(223.6)
3.8
4.2
~
3.5
199.6
8.5
%
TABLES VII-A AND VII-B 2011-12 STUDENT ACTIVITIES, ATHLETICS, AND COMMENCEMENT BUDGET (WITH COMPARISONS TO 2009-10 AND 2010-11 FISCAL YEARS) The following two tables present the Student Activities, Athletics, and
Commencement budget for 2011-12.
Table VIlA provides an overview of
projected revenues and expenses. Table VIlB provides detail on the budget by
expense category.
These expenses are funded by the General College Fee,
graduation fee, student activity-generated revenues, and net profits from the
bookstore and food service operations.
Included within the expense budget for student activities are a total of 5
administrative positions and 6 classified positions. The administrative positions
include the Assistant Dean of Students and Director of Student Life, Assistant
Director of Student Life for Student Leadership and Involvement, Assistant
Director of Student Life for Student Programming, Director of Athletics, and
Assistant Director of Athletics. The six classified positions support clubs and
organizations, the Fitness Center, the Office of Student Life, and the Office of
Athletics.
68 TABLE VII-A
STUDENT ACTIVITIES, ATHLETICS & COMMENCEMENT BUDGET FOR THE FISCAL YEAR 2011-12
(WITH COMPARISO;'1 TO FISCAL YEARS 2009-10 AND 2010-11)
2009-10
Actual
Approved
2010-2011
Budget
REVENUES
General College Fee
Graduation Fees
Auxiliary Profits
Revenues from Activities
$1,574,528
53,490
486,876
178,040
$1,634,708
57,000
483,440
98,000
TOTAL REVENUES
$2,292,934
$2,273,148
$70,286
236,174
25,645
236,977
$101,825
115,000
25,000
164,500
163,239
348,824
EXPENDITURES
Student Publications
Campus Programming
Performing Arts
Student Support
Student Leadership &
Involvment
Athletics
Contingency
First Year Student Success
Childcare Support
Commencement
Renovation Projects
Staff
TOTAL EXPENDITURES
Revised
2010-2011
Budget
Proposed
2011-2012
Budget
Variance
From 2010-11
Revised
Budget
% Change
From 2010-11
Revised
0.0
0.0
6.8
0.6
$1,638,254
57,000
545.568
165,000
$0
0
34,703
946
$2,405,822
$35,649
$89,256
162,700
27.700
191,169
$90,063
125,000
29,000
161,410
$807
(37.700)
1,300
(29.759)
0.9
(23.2)
4.7
(15.6)
97,284
0
135,579
158,107
368,916
52,700
68,000
6,000
145,000
171,843
368,916
3,914
68,000
0
145,000
165,300
135,095
315,222
45,032
180,000
6,000
145,000
(21.4)
(14.6)
1,050.5
164,7
926,476
1,068,100
1,089,620
1,174,000
(36,748)
(53,694)
41,118
112,000
6,000
0
(165,300)
84,380
$2,240,484
$2,273,148
$2,483,418
$2,405,822
($77,596)
1,638,254
57,000
510.865
164,054
69 0.0
(100.0)
7.7
0
-...J
Jazz Band
Theatrical Productions
Spoken Word
Musical Events
PERFORMING ARTS
Concert and Museum Tickets
Films
Lectures
Concerts
Theatre Tickets
Art Exhibits
International Week
Regional Centers
CAMPUS PROGRAMMING
Student Vanguard
Limited Editions
CAP Magazine
ESL Magazine
Student Handbook
STUDENT PUBLICATIONS
Actual· 32%
GUIdeline· 5%
Actual· 13.9%
Guideline 15%
Actual· 10%
Guidelme . 10%
25,645
3,108
16,971
0
5,566
236,174
124,872
328
29,222
2,520
47,270
2,851
9,928
19,182
70,286
$26,533
5,198
6,278
7,003
25,274
Final
2009-2010
EXPElrlses
25,000
3,000
12,000
4,000
6,000
115,000
22,000
1,000
18,000
12,000
19,000
7,000
12,000
24,000
101,825
$41,225
9,000
9,000
8,500
34,100
Approved
2010-2011
Budget
27,700
3,000
12,000
6,700
6,000
162,700
50,500
3,000
44,000
9,200
19,000
4,000
9,000
24,000
89,256
$36,225
9,000
9,000
8,500
26,531
Revised
2010-2011
Budget
2,500
12,000
8,000
6,500
125,000
22,000
1,000
18,000
12,000
19,000
7,000
12,000
34,000
90,063
$41,063
7,000
7,000
7,000
28,000
Proposed
2011-2012
(500)
0
4,000
500
10,000
0
0
0
0
0
0
0
10,000
(11,762)
($162)
(2,000)
(2,000)
(1,500)
(6,100)
Variance
from 2010-11
Approved
Budget
16.0
(16.7)
0.0
100.0
8.3
8.7
0.0
0.0
0.0
0.0
0.0
0.0
0.0
41.7
i1l§.)
(0.4)
(22.2)
(22.2)
(1
(17.9)
from 2010-11
Approved
% Change
1,300
(500)
0
1,300
500
(37,700)
(28,500)
(2,000)
(26,000)
2,800
0
3,000
3,000
10,000
807
$4,838
(2,000)
(2,000)
(1,500)
1,469
Variance
from 2010-11
Revised
Budget
STUDENT ACTIVITIES, ATHLETICS & COMMENCEMENT BUDGET FOR THE FISCAL YEAR 2011-12
(WITH COl\1P ARISON TO FISCAL YEARS 2009-10 AND 2010-11)
TABLE VII-B 4.7
(16.7)
0.0
19.4
(23.2)
(56.4)
(66.7)
(59.1 )
30.4
0.0
75.0
33.3
41.7
0.9
13.4
(22.2)
(22.2)
(17.6)
5.5
% Change
from 2010-11
Revised
....... '-.J
CONTINGENCY (OSA)
(48. 7% of total funds)
STAFF
Student Activities
Faculty Advisors
Athletics
Actual- 15%
Guideline - 15%
STUDENT LEADERSHIP & INVOLVEMENT
Actual - 17. 9%
Guideline - 15%
Awards and Certificates
Hospitality
Advertising and Marketing
Co-Curricular Cultural & Educational Trips
Student Involvement
Leadership Training
Student Ambassador
Health & Wellness Programs
STUDENT SUPPORT
Q
499,740
60,244
366,492
236,977
464
329
24,742
66,915
32,456
55,995
55,493
582
Final
2009-2010
Expenses
°
2,000
1 ,089,620
1 ,068,100
26,350
657,010
74,000
358,610
191,169
635,490
74,000
358,610
158,107
164,500
16,300
39,850
36,569
40,450
56,000
1,000
°
6,500
40,000
28,000
32,000
56,000
1,000
1,000
Revised
2010-2011
Budget
1,000
Approved
2010-2011
Budget
29,270
1 ,174,000
105,900
(11,610)
°
117,510
(23,012)
135,095
753,000
74,000
347,000
(3,090)
0
(3,090)
°°°
°°
°
Variance
from 2010-11
Approved
Budget
161,410
°
6,500
36,910
28,000
32,000
56,000
1,000
1,000
Proposed
2011-2012
Budget
ill
9.9
27,270
84,380
95,990
0
(11,610)
(36,748)
(14,6)
18,5
0,0
(3.2)
(29,759)
0
(9,800)
(2,940)
(8,569)
(8,450)
0
0
°
Variance
from 2010-11
Revised
Budget
!.LID
0.0
0,0
0.0
(7.7)
0.0
0,0
0,0
0,0
from 2010-11
Approved
% Change
STUDENT ACTIVITIES, ATHLETICS & COMMENCEMENT BUDGET FOR THE FISCAL YEAR 2011-12
(WITH COMPARISON TO FISCAL YEARS 2009-10 AND 2010-11)
TABLE VII-B 1,363,5
23,5
14,6
0,0
(3,2)
0.0
0.0
(60.1 )
(7,4)
(23.4)
(20,9)
0,0
0,0
% Change
from 2010-11
Revised
N
"'-J
$2,240,484
TOTAL EXPENDITURES
2.007,621
0
348.824
97,284
0
135.579
(Guidefi~5%. Actuaf-5%)
Actual- 35%
Guidelm€l - 35%
5.698
57.943
21,918
22,691
0
43,604
37,708
12,205
5,855
5,486
10,987
40,103
13.180
0
31,982
0
2.942
36,523
First Year Student Success
Childcare Support
Commencement
SUBTOTAL
CONTINGENCY
General Athletic Support
Men's Varsity Basketball
Men's Baseba"
Men's Soccer
Women's Soccer
Co-Ed Cross Country
Women's Basketball
Women's Volleyball
Women's Softball
Cheerleading
Co-Ed Tennis
Co-Ed Intramurals
Co-Ed Aerobics
Co-Ed Martial Arts
Insurance
Medical Services
Advertising and Marketing
Athletic EqUipment
ATHLETICS
Final
2009-2010
Expenses
$2,273,148
68,000
6,000
145.000
2.054,148
26.350
368,916
9,000
55,000
25,000
23,000
0
50.000
45,000
15,000
8,000
7.000
10,000
34,000
18,000
0
34,000
6,000
1.700
28.216
Approved
2010-2011
Budget
$2,318.118
145,000
68,000
2,105,118
1,914
368.916
9,000
55,000
25,000
33,620
0
50,000
45,000
15,000
2,380
7.000
10,000
29,000
18,000
0
34,000
6.000
1,700
28,216
Revised
2010-2011
Budget
$2.405.822
180,000
6,000
145,000
2,074,822
15.762
315.222
6,500
50,000
23,000
21,000
0
48,006
40,000
15,000
5,500
6,000
10,000
19,000
17,000
0
34,000
6.000
1.000
13,216
Proposed
2011-2012
Budget
$20,674
Q
112,000
0
20,674
(10.588)
(53.694)
(2,500)
(5,000)
(2,000)
(2,000)
0
(1.994)
(5,000)
0
(2.500)
(1,000)
0
(15,000)
(1.000)
0
0
0
(700)
(15,000)
Variance
from 2010-11
Approved
Budget
0.9
164.7
0.0
0.0
1.0
(40.2)
(14.6)
(27.8)
(9.1 )
(8.0)
(8.7)
0.0
(4.0)
(11.1)
0.0
0.0
(14.3)
0.0
(44.1 )
(5.6)
0.0
0.0
0.0
(41.2)
(53.2)
% Change
from 2010-11
Approved
$87,704
Q
112,000
6.000
(30,296.0)
13,848
(53.694)
(2,500)
(5,000)
(2,000)
(12,620)
0
(1,994)
(5,000)
0
3.120
(1,000)
0
(10,000)
(1,000)
0
0
0
(700)
(15,000)
Variance
from 2010-11
Revised
Budget
STUDENT ACTIVITIES, ATHLETICS & COMMENCEMENT BUDGET FOR THE FISCAL YEAR 2011-12
(WITH COMPARISON TO FISCAL YEARS 2009-10 AND 2010-11)
TABLE VII-B
3.8
0.0
164.7
(1.4 )
723.5
(14.6)
(27.8)
(9.1 )
(8.0)
(37.5)
0.0
(4.0)
(11.1 )
0.0
0.0
(14.3)
0.0
(34.5)
(5.6)
0.0
0.0
0.0
(41.2)
(53.2)
% Change
from 2010-11
Revised
TABLE VIII SUMMARY OF REVENUES AND EXPENSES OF BOOKSTORE, FOOD SERVICE OPERATIONS, AND PARKING OPERATIONS (FOR THE 2011-12 FISCAL YEAR COMPARED WITH 2009-10 AND 2010-11 FISCAL YEARS) This table provides detail on projected revenues and expenses for the
College's bookstore, food service operations, and parking operations. Bookstore
commissions are projected to increase by 2.0 percent in 2011-12 based upon
Barnes and Noble's commission schedule and projected sales.
The College entered into a three year contract with the Compass Group
for the management of the College's manual, catering and vending operations.
The initial contract commenced on August 21, 2008 and will conclude August 21,
2011. An extension to the contract with slightly more favorable terms will be
recommended to the Board at the June 2011 meeting of the Business Affairs
Committee. Because the College charges the food service account with the costs
of two housekeeping employees, and a prorated portion of the College's contract
cleaning and utility costs, the food service account has always operated with a
loss.
Parking revenues include a 4.8 percent increase in the daily parking rate
that will become effective September, 2011.
73 TABLE VIII
SUMMARY OF REVENUES AND EXPENSES OF BOOKSTORE, FOOD SERVICE, AND PARKING LOTS FOR THE FISCAL YEAR 2011·12 COMPARED WITH FISCAL YEARS 2010·11 AND 2009·10 Variance
From
Revised
Budget
% Change
From
2010-11
Revised
2009-10
Actual
Approved
2010-11
Budget
Revised
2010-11
Budget
Proposed
2011-12
Budget
$753,496
$720,000
$760,000
$775,200
$22,979
11,641
19,456
5,985
$20,000
7,000
25,300
700
$21,684
10,842
20,429
11,637
$21,684
10,842
22,472
$5,000
$0
0
2,043
(6,637)
0.0
0.0
10.0
(57.0)
Total Operating Expenses
$60,061
$53,000
$64,592
$59,998
(4,594)
ITJ.}
Net Income· Bookstore
$693,435
$667,000
$695,408
$715,202
$19,794
2.8
$50,369
$38,500
$54,000
$58,375
$4,375
U
$75,864
38,891
40,568
101,606
$74,000
29,600
50,600
67,860
$78,599
39,300
42,595
78,048
$78,599
39,300
46,855
63,255
$0
0
4,260
(14,793)
0.0
0.0
10.0
(19.0)
$256,929
$222,060
$238,543
$228,009
(10,534}
(4.4}
($206,560}
($183,560)
($184,543)
($169,634)
$14,909
!.§Jl
~194,667
~196,448
~207,851
§232,166
$24,315
11.7
$51 ,685
$50,160
§51 ,600
$55,000
$3,400
6.6
$142,982
$146,288
$156,251
$177,166
$20,915
13.4
$97,684
$110,000
$110,000
$116,000
$6,000
5.5
$727,541
$739,728
$777,117
$838,734
$61,618
7.9
Bookstore
Commissions
$15,200
2.0
Operating Expenses:
Salaries
Fringe Benefits
Utilities
Other
Food Service
Commissions
Operating Expenses:
Salaries
Fringe Benefits
Utilities
Other
Net Loss· Food Service
Parking Lots & eBI Garage
Revenues
Operating Expenses
Net Income· Lot & eBI Garage
Main Parking Garage
Net Income· Parking Garage
Total Net Income from
Bookstore, Food Service
and Parking Lot & Garage
74 TABLES IX-A AND IX-B CURRENT 2010-11 FTE STUDENT ENROLLMENT
ESTIMATES AND 2011-12 PROJECTIONS
USED TO PREPARE THE 2011-12 BUDGET
The data in these tables provide the enrollment projections used to
prepare the 2011-12 budget. As a point of comparison, current projections for
2010-11 are shown. Spring, 2011 non-credit and Summer I, 2011 enrollments are
estimates based upon incomplete enrollment data as of the date of the budget's
preparation. Based upon recent enrollment patterns, it is assumed that 500 credit
FTEs will be out of State and 500 credit FTEs out-of-county but in-State.
The non-credit FTE projection has been broken into three categories:
Adult Education (which includes GED, adult literacy, and English-as-a-Second
Language), Workforce Development (which includes all contracted education
programs for Philadelphia employers as well as occupational education), and
"Other" (which includes general interest non-credit categories).
75 TABLE IX-A 2010-11 CURRENT ENROLLMENT PROJECTIONS BUDGETED 2011·12 ENROLLMENTS (BY SEMESTER) Current
Term and Student Type
(1)
2009-10
2010-11
2011-12
Final
Enrollments
FTE
Projections
Budget
Projections
Summer II--Credit
On-Campus Credit Total
Regional Centers
Other Off-Campus Credit
Duplicated FTE Adjustment
Off-Campus Credit Total
Total Credit
Summer II--Non-Credit
GED/ESLIABE
Work Force Development
Other
Total Non-Credit
Total--Summer II
Fall-Credit
On-Campus Credit Total
Regional Centers
Other Off-Campus Credit
Duplicated FTE Adjustment
Off-Campus Credit Total
Total Credit
Fall-Non-Credit
GED/ESLIABE
Work Force Development
Other
Total Non-Credit
Total--Fall
76 1,440
382
40
0
422
1,498
369
54
0
423
1,498
369
54
0
423
1,862
1,921
1,921
17
14
88
14
26
59
14
27
59
119
1,981
99
2,020
100
2,021
10,218
2,677
493
-113
3,057
10,495
2,760
414
-119
3,055
10,495
2,960
214
-119
3,055
13,275
13,550
13 1550
465
82
383
429
103
326
416
103
326
930
141205
858
14,408
845
141395
TABLE IX-A 2010-11 CURRENT ENROLLMENT PROJECTIONS BUDGETED 2011-12 ENROLLMENTS (BY SEMESTER) Current
Term and Student Type
2009-10
Final
Enrollments
Spring-Credit
On-Campus Credit Total
Regional Centers
Other Off-Campus Credit
Duplicated FTE Adjustment
Off-Campus Credit Total
Total Credit
Spring-Non-Credit
GED/ESUABE
Work Force Development
Other
Total Non-Credit Tota I--S pring Summer I--Credit
On-Campus Credit Total
Regional Centers
Other Off-Campus Credit
Duplicated FTE Adjustment
Off-Campus Credit Total
Total Credit
Summer I-Non-Credit
GED/ESUABE
Work Force Development
Other
Total Non-Credit Total Summer I 77 (1)
2010-11
FTE
Projections
2011-12
Budget
Projections
10,506
2,746
524
-132
3,138
13,644
13110
10,487
3,086
261
-122
3,225
13,712
369
48
277
694
141338
400
107
270
777
14,487
400
53
270
723
141435
2,198
539
99
0
638
2,836
2,250
675
75
0
750
3,000
2,250
675
75
0
750
3,000
222
12
88
322
31158
155
10
100
265
3 1265
155
10
100
265
3,265
10,485
2,886
461
-122
3,225
TABLE IX - B 2010-11 CURRENT ENROLLMENT PROJECTIONS BUDGETED 2011-12 ENROLLMENTS (TOTAL FOR YEAR) Current
Term and Student Type
(1)
2009-10
2010-11
2011-12
Final
Enrollments
FTE
Projections
Budget
Projections
Annual FTE Totals
Credit FTE
Non-Credit FTE
All Students FTE
On-Campus Credit FTE
Off-Campus Credit FTE
TOTAL-CREDIT
GED/ESUABE
Workforce Development
Other
TOTAL--NON-CREDIT
(1) As of May 2011
78 15,809
1,033
16,091
1,000
16,092
967
16,841
17,090
. 17,058
12,181
3,628
12,364
3,727
12,365
3,727
15,809
16,091
16,092
537
153
551
499
123
378
493
97
378
633
1,000
967
TABLE X
FTE PROGRAM ENROLLMENT PROJECTIONS FISCAL YEARS 2010, 2011 AND 2012 This table provides enrollment projections at the program level which tie
into the College's overall credit enrollment projection.
Moderate growth is
projected in most of the College's programs. The substantial shift in Computer
Information System programs reflects a comprehensive restructuring of those
programs which were completed during the 2008-09 academic year.
Programs with no enrollment projections shown are those which have
recently been phased out. They remain as active programs for the College until all
students who started in one of these programs have graduated or left the College.
As such, it is possible that some of these programs will have some enrollments
during the 2012 fiscal year.
79 TABLE X
HE PROGRAM ENROLLMENT PROJECTIONS
FISCAL YEARS 2010, 2011 AND 2012 2009-10 FTEs 2010-11
FTEs(1)
2011-12 FTEs(2) 298 1164 200 59 108 2
1
41 14 3
13 256 3
6
18 83 109 243 11 6
70 1
1
319
899
493
48
126
1
1
33
11
6
6
289
2
3
20
68
105
196
11
3
67
0
0
340 910 500 50 140 0
0
20 10 0
0
300 0
0
25 40 120 130 0
0
40 0
0
2710 2707
2625 4
68 4
15
79
7
18 82 10 76 101
110 2786 2808
2735 CLINICAL LABORATORY TECHNOLOGY
DENTAL HYGIENIST
DIAGNOSTIC MEDICAL IMAGING
HEALTH INFORMATION TECHNOLOGY
HEALTH SERVICES MANAGEMENT
MEDICAL ASSISTING
NURSING
PATIENT SERVICE REPRESENTATIVE
RESPIRATORY CARE
ENGINEERING SCIENCE
CHEMICAL TECHNOLOGY
35 55 43 2
98 27 226 14 37 92 42 44
66
45
2
114
22
212
45 68 45 0
125 25 215 20
44
25 45 93
41
98 45 DIVISION TOTAL
671 703
736 ACCOUNTING
BUSINESS TRANSFER
BUSINESS ADMINISTRATION (AACSB Transfer Program)
COMPUTER SCIENCE
CULINARY ARTS
DATA PROCESSING
DATA PROCESSING - BUSINESS PROGRAMMING
COMPUTER INFO SYSTEM - PROGRAMMING
COMPUTER INFO SYSTEM PC APPLICATIONS
COMPUTER INFO SYSTEM LAN
COMPUTER INFO SYSTEM - NETWORK ADMIN
COMPUTER INFO SYSTEM -INFORMATION TECHNOLOGY
COMPUTER INFO SYSTEM -INTERNET OPERATIONS
COMPUTER INFO SYSTEM - WEBSITE DEVELOPMENT
MANAGEMENTOFCOMPUTERINFORMA~ONTECHNOLOGY
FINANCE
HOTEL RESTAURANT MANAGEMENT
MANAGEMENT
MANAGEMENT CERTIFICATE
MARKETING CERTIFICATE
MARKETING MANAGEMENT
OFFICE TECHNOLOGY
REAL ESTATE MANAGEMENT
SUBTOTAL
APPLIED SCIENCE AND ENGINEERING TECHNOLOGY
AUTOMOTIVE TECHNOLOGY
AUTOMOTIVE MANAGEMENT AND MARKETING
SUBTOTAL
DIVISION TOTAL
80 TABLE X
FTE PROGRAM ENROLLMENT PROJECTIONS FISCAL YEARS 2010, 2011 AND 2012 2009-10
FTEs
2010-11
FTEs(1)
2011-12 FTEs(2) 31
51
32
65
100
60
11
113
3
22
84
43
18
113
1
23
14
44
38
66
37
48
177
102
38
60
52
41
184
97
35 65 15 80 55 20 115 0
25 10 45 20 45 65 55 50 184 100 873
895
984 3
441
0
7
13
198
1
388
547
115
4
433
1
9
8
225
1
404
561
111
1
19
77
1
17
92
5
440 0
10 10 225 0
420 570 115 20 0
20 95 1810
1867
1930 18
19
20 18
19
20 DIVISION TOTAL
2701
2781
2934 CUL TURE, SCIENCE & TECHNOLOGY
ASSOCIATE IN SCIENCE
ASSOCIATE IN ARTS
ASSOCIATE IN LIBERAL ARTS
LIBERAL ARTS -- Options
APPLIED STUDIES
GENERAL STUDIES
SUBTOTAL
4513
127
9
4343
585
29
46
4690
198
14
4165
680
25
27
4601 200 0
4168 675 30 12 9652
9799
9686 15810
16091
16091 1032
1000
965 16842
17091
17056 FIRE SCIENCE ARCHITECTURAL & INTERIOR DESIGN BUILDING SCIENCE COMPUTER-ASSISTED DESIGN CONSTRUCTION TECHNOLOGY FACILITY MANAGEMENT ART ART - PHOTOGRAPHY OPTION CREATIVE WRITING ENERGY CERTIFICATE INTERNATIONAL STUDIES MASS COMMUNICATIONS MUSIC - PERFORMANCE OPTION MUSIC - NON-PERFORMANCE OPTION PHOTOGRAPHY SOUND RECORDING AND MUSIC TECHNOLOGY SPEECH COMMUNICATION THEATER ARTS SUBTOTAL
ADDICTION STUDIES CERTIFICATE
BEHAVIORAL HEAL TH/SOCIAL SCIENCE
DISABILITY CERTIFICATE
GEOGRAPHIC INFORMATION SYSTEMS
HUMAN SERVICES CERTIFICATE
JUSTICE
CRIMINAL JUSTICE CERTIFICATE
EDUCATION (Birth to Fourth Grade)
EDUCATION (Fourth to Eighth Grade, Secondary)
PARALEGAL
PSYCHOLOGY
SOCIAL GERONTOLOGY
YOUTH WORK CERTIFICATE
COMPUTER FORENSICS
SUBTOTAL
ASLlENGLISH INTERPRETING SUBTOTAL TOTAL CREDIT FTEs
TOTAL - NONCREDIT FTEs
TOTAL - ALL FTEs
(1) Estimate as of April 15, 2011
(2) 2011-12 Budget Projection as of May 2011
81