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

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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.

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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

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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.

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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

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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.

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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.

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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.

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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.

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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.

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•

•

•

•

• • •

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.

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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