RESOURCE PLANNING PROCESS 2013-2014



CALIFORNIA STATE UNIVERSITY, LONG BEACH

CALIFORNIA STATE UNIVERSITY, LONG BEACH 2013-14 RESOURCE PLANNING PROCESS TABLE OF CONTENTS

Page Explanatory Notes …………………………..……………………...……….………......

i

Co-Chairs’ Message ….……………………………………………….…….…….........

1–7

Membership of Resource Planning Process Task Force..………………..……...….

8

2013-14 Sources and Uses Plan.……………………….…………………..……..…...

9 – 13

Campus Budget Plans…………………………………………………………………... 14 – 21 Appendix ………………………………..……………………………………….……..... A1 – D6 A. Budget Planning Parameters……... ………………………………….……… A1 – A2 B. Enrollment Data …..………………………………........................................

B1

C. Schedule of Meetings ………………………………………………………….

C1

D. Glossary of Terms ……………………………………………………..……… D1 – D6

This report summarizes the 2013-14 Resource Planning Process at the end of the academic year in June 2013. The data and plans contained within are based on information available at this time. The final campus budget plans for 2013-14 may be different than what is contained in this report. However, this plan is being published to document the work done by the 2013-14 RPP Task Force.

EXPLANATORY NOTES ON CONTENTS OF REPORT

MEMBERSHIP OF THE RESOURCE PLANNING PROCESS (RPP) TASK FORCE RPP is a representative task force of the campus leadership charged with the role of advising the President on matters related to the General Fund budget allocations for the coming fiscal year. The membership is comprised of two non-voting co-chairs, and ten voting members representing faculty, staff and student leadership. A representative of the California Faculty Association (CFA) Local Chapter and a representative of the staff unions are invited to participate as observers, and four individuals are appointed as staff support to the Task Force. SOURCES AND USES PLAN This plan prepared by the Office of Administration and Finance provides the Task Force with the perspective of the University's 2013-14 General Fund budget outlook. The plan is updated as new information becomes available. CAMPUS BUDGET PLANS This section provides a comprehensive summary of CSULB budget plans recommended for the upcoming 2013-14 budget year. APPENDIX BUDGET PLANNING PARAMETERS A summary of the State and System budget information upon which the campus budget planning parameters were based. ENROLLMENT DATA A display of the actual student enrollments for 2010-11, 2011-12, 2012-13 as well as the preliminary enrollment targets for 2013-14 based on Governor’s proposed budget. SCHEDULE OF MEETINGS A schedule of the nine separate occasions on which the Task Force convened. Five working and planning meetings were held from December, 2012 through April, 2013. Three separate open hearings for the operating divisions were conducted in May, 2013 for a total of twenty hours of deliberation. GLOSSARY OF TERMS A collection of definitions of various terms and phrases specific to CSULB and the CSU used in the RPP Task Force report.

Explanatory Notes i

CO-CHAIRS’ MESSAGE

C A LIF O R N IA S TA TE UN IV E R S IT Y , LO N G B E AC H

To:

F. King Alexander, President

From:

Donald Para, Provost and Senior Vice President for Academic Affairs Mary Stephens, Vice President for Administration and Finance Co-chairs, 2013-14 Resource Planning Process (RPP) Task Force

Date:

June 24, 2013

Subject:

2013-14 RPP Task Force Budget Recommendations

The purpose of this memo is to transmit the budget recommendations of the 2013-14 Resource Planning Process (RPP) Task Force. The final state budget and CSU funding will not be known until later this summer, but the RPP Task Force believes it is important to communicate budgetary plans to the campus based on what we currently know.

In the past decade, CSULB has faced challenging budget circumstances that resulted in substantial reductions to the resources of our operating divisions. During this time, the campus prioritized our academic purpose, graduating students with highly-valued degrees, minimizing the damage to academic quality and continuing to support the schedule of classes and student progress to degree. Instead of losing ground on retention and graduation rates, the campus posted the highest graduation rate in campus history with the graduating class in 2012. Early indicators are that rising retention will lead to further increases in graduation rates. This is a remarkable achievement during this challenging period of which the campus can be proud.

As we move forward, we face impending challenges: •

More than ten percent of 2013-14 new resources from the Chancellor’s Office are being awarded on the basis of competitive proposals.

Co-Chairs Message 1

•

We expect technology to continue to drive changes in pedagogy and service delivery.

•

Future performance-based funding expectations being proposed by the governor will require continued increases in retention and graduation rates and a new focus on time to degree and four-year graduation rates.

Executive Summary The Governor’s May Revise Budget contained no changes for the CSU budget from his January proposal. The following summarizes our understanding of the budget situation: •

The governor’s 2013-14 budget proposal invests new, discretionary General Fund resources in higher education, reversing a trend of decreased state support over the past several years.

•

The governor’s budget proposal includes $125 million to replace lost revenue from the student fee rollback in fall 2012. Although this amount is $7 million less than the estimated lost revenue for the CSU, the impact to CSULB’s budget is manageable because of our conservative planning.

•

The governor’s budget proposal also includes $125.1 million in additional funding. Some of this new funding is for mandatory cost increases such as healthcare, a modest compensation pool, and enrollment increases.

•

The governor’s budget proposal has also set aside $17.2 million of the $125.1 million in additional funding for technology enhanced learning, student advising and course redesign to improve access to classes and students’ progress to degree. This $17.2 million will be competitively allocated to campuses based on a request for proposal (RFP) process.

•

CSULB’s estimated share of the discretionary funds beyond mandatory cost increases, compensation, and the $17.2 million set-aside is $4.4 million. Of this $4.4 million, $1 million has been reserved to address campus high priority needs to be determined by the president and the vice presidents. The remaining $3.4 million has been tentatively allocated to the operating divisions on a pro rata basis to fund operational requirements.

Co-Chairs Message 2

Campus budget planning by RPP has been completed based on this estimate of $3.4 million, the best estimate that was available during the spring.

Background After several consecutive years of extremely challenging fiscal circumstances, California appears to be experiencing some degree of economic and budget recovery. With tough spending cuts enacted over the past several years and temporary revenues provided by the passage of Proposition 30, the state budget situation for 2013-14 is favorable. The governor’s budget proposal reinvests in both K-12 and higher education. The goal is to provide all students in California with a high quality affordable education so that they all have the opportunity to succeed professionally.

Current Budget Outlook Governor Brown recently released his May Revise budget for the coming year. The May Revise now projects slightly lower state revenues from those projected in the January budget proposal. Despite this deterioration in state revenues, the May Revise does not include any changes to the CSU budget for 2013-14.

The May Revise also maintains the governor’s commitment to a multi-year stable funding plan for higher education. Under this plan, which is not a commitment, the CSU would receive up to a 20-percent increase in General Fund appropriations over the next four years (2013-14 through 2016-17). In exchange, the CSU is expected to freeze resident tuition for that same period to ensure affordability for students and their families. Additionally, the CSU is expected to achieve the following priorities: improve graduation rates; increase the number of transfer students from community colleges; increase the number of degrees completed, particularly by low-income students; and reduce the cost per degree. The multi-year funding plan increases funding and strengthens accountability to encourage the CSU to become more affordable and to maintain quality and access over the long term.

Co-Chairs Message 3

As of this writing, the exact performance expectations tied to the annual funding increases are still under discussion. The CSU is actively engaged with the governor and legislative leaders to ensure that an adopted plan has measures and targeted expectations that are realistic and appropriate to the CSU.

Preliminary Campus Budget Outlook and Planning (Spring Term Planning) While we do not know the final budget for CSULB, we are assuming receipt of some discretionary funding this coming year. We know the CSU has set aside funding for specific purposes. This includes traditional mandatory cost increases related to health benefit costs, energy rate changes, and new space. Funding for a compensation increase pool is subject to the collective bargaining process. Funding to alleviate “bottleneck” courses and for student access and success initiatives will be allocated to campuses based on a competitive process. Beyond these set-asides, CSULB is expecting to receive about $4.4 million in discretionary funds partly due to an increase in our enrollment target. Of this $4.4 million, $1 million has been reserved for campus high priority needs to be determined by the president and vice presidents. The net amount of $3.4 million in campus discretionary funds was the basis for RPP budget planning this spring.

While we are grateful to be receiving a funding augmentation, this report would be remiss not to include a reminder of recent budget reductions imposed on operating divisions. CSULB operating divisions were collectively assessed budget cuts of $6.8 million in 2012-13 and $9.9 million in 2011-12. Fortunately, we have been utilizing onetime restoration funds received in fall 2010 from Governor Schwarzenegger to help mitigate the budget problem. While this one-time restoration funding has allowed for a “soft landing” from these recent budget cuts, we must be mindful that the use of onetime resources to mitigate permanent reductions may have masked some of the impact of the reductions.

Co-Chairs Message 4

Results of Divisional Budget Planning The projected $3.4 million in campus discretionary funds were allocated to the operating divisions on a pro rata basis. The divisions were asked to develop expenditure plans for their share of discretionary funds. Divisions were asked to tie expenditure plans to the Campus Strategic Priorities and Goals. Below is a summary at an aggregate level: • The divisions have embraced the campus priority “graduate students with highly valued degrees,” making students our highest priority. • The majority of discretionary funding will go towards: increasing tenure track hiring and RSCA funding to strengthen academic programs; expanding student engagement and innovative instructional methods; improving progress to degree and graduation rates; providing adequate schedule of classes and support services; and improving student health and wellness. • Other divisional priority areas include: refining our new approach to admissions; supporting innovative technology; conducting a major comprehensive campaign; and hiring essential staff positions.

Divisional plans are very preliminary and are based on our best estimate of available campus discretionary resources. Both the amount of campus discretionary funds and details for the use of these funds by divisions may change by the time we have a final budget later this summer. Plans may also change depending on how much funding and for what purpose CSULB receives some of the $17.2 million designated for “bottleneck” courses and student access and success.

Recommendations of the Resource Planning Task Force •

RPP recommends that the $3.4 million in discretionary funds be allocated to all campus operating divisions pro rata as prescribed in planning.

•

The $1 million of campus discretionary funds reserved for high priority needs should be allocated as determined by the vice presidents and the president.

Co-Chairs Message 5

•

Since this $1 million is considered permanent base funding, any one-time uses of these funds would be available for allocation the following year.

A summary of divisional budget plans and the proposed allocation of funds for campus high priority needs are contained in the Campus Budget Plans section of this report.

Enrollment For 2013-14, the campus funded enrollment target has been established at 27,198 resident FTES, an increase of 323 FTES or 1.2 percent over our 2012-13 target. At this time, the campus enrollment plans for 2013-14 are based on our resident FTES to come in approximately 2.0 percent over target for 2013-14. This increased enrollment contributes positively to our net budget.

Due to our new approach to admissions based on major-specific criteria for all academic programs, there is slightly more uncertainty about our enrollment performance. However, because of effective enrollment management, indicators are that we will be close to projections.

Concluding Thoughts The Task Force recognizes the utilization of one-time restoration funds from 2010 has mitigated the impact of budget reductions implemented over the past two years. As the one-time restoration funds are now depleted, effects of budget reduction actions may be felt in 2013-14.

Anticipated budget increases by no means fully offset severe reductions we have experienced. The phrase, “The New Normal,” is being widely used to describe a situation of reduced but stable funding. This phrase characterizes our expectations for the coming years. At the same time, the world around us and the needs of our students continue to shift; we cannot stand still. New initiatives such as technology must be pursued despite limited resources. The RPP Task Force perceives that the current

Co-Chairs Message 6

moment is a time of significant opportunity to accomplish some campus priorities and goals with the projected discretionary funding that we have not seen in several years.

The Task Force would like to acknowledge the continued hard work and resolve shown by the entire university community. CSULB remains a vital, premiere institution of higher education. This would not be possible without the energy, creativity, dedication and positive attitude of our faculty, staff and students. C:

Associated Students Officers All CSULB Employees

Co-Chairs Message 7

MEMBERSHIP

CALIFORNIA STATE UNIVERSITY, LONG BEACH RESOURCE PLANNING PROCESS TASK FORCE 2013-14 MEMBERSHIP

NON-VOTING CO-CHAIRS:

Don Para, Provost and Senior Vice President, Academic Affairs Mary Stephens, Vice President for Administration and Finance

VOTING MEMBERS:

Carl Fisher, Chair, Faculty Personnel Policies Council Keith Freesemann, Chair, Program Assessment and Review Council Chris Brazier, Chair, Curriculum and Educational Policies Council Praveen Soni, Chair, University Resources Council Daniel O’Connor, Chair, Academic Senate Sharon Taylor, Representative, Division of Administration and Finance Mary Ann Takemoto, Representative, Division of Student Services Michael Losquadro, Representative, Division of University Relations and Development Marshall Thomas, Staff Representative, Academic Senate John Haberstroh, President, Associated Students, Inc.

OBSERVERS:

Teri Yamada, Representative, California Faculty Association

STAFF:

David Dowell, Vice Provost and Director of Strategic Planning Marianne Hata, Assistant Vice President, Academic Resources, Academic Affairs Ted Kadowaki, Associate Vice President, Budget and University Services Maggie Wang, Budget Director, Administration and Finance

Membership 8

2013-14 SOURCES AND USES PLAN

CALIFORNIA STATE UNIVERSITY, LONG BEACH 2013-14 BUDGET PLANNING SOURCES AND USES PLAN BASED ON ENROLLMENT TARGET OF 27,198 RESIDENT FTES

FY 2012-13 SOURCES: 2012-13 General Fund Budget 2012-13 Net State Support 2012-13 Revenues and Reimbursements State University Tuition Fee Other Receipts Use of One-Time Reserves Total 2012-13 General Fund Budget

CHANGES AFFECTING 13-14

FY 2013-14

$ 121,928,936 178,191,177 20,275,607 5,196,450 $ 325,592,170

(5,196,450)

2013-14 BEGINNING BUDGET Net Budget Plan Changes Adjustment to retirement rate Backfill 2012-13 Tuition Fee Rollback Mandatory cost increase - health Mandatory cost increase - energy Enrollment growth funding Other minor adjustments

$

320,395,720

$

341,839,620

$

334,503,920

4,211,900 11,342,300 2,651,000 373,000 1,429,000 (381,300)

Adjustment to Revenues and Reimbursements State University Tuition Fee adjustment Non-Resident Tuition Other Receipts adjustment

1,318,000 500,000 -

TOTAL 2013-14 GENERAL FUND SOURCES USES: 2012-13 Internal Budget Division budgets University-wide budgets Total 2012-13 Internal Budget

$ 171,642,353 153,949,817 $ 325,592,170

Changes to 2012-13 Internal Budget Enrollment increase instructional cost (27,835 - 27,567 FTES * $1,990) Make permanent one-time division funding from increased revenues Make permanent benefit savings to divisions Revenue sharing agreement with CIE CMS Enterprise maintenance cost increase (2 years) Set-aside for campus high priority needs Pro rata allocation to operating divisions

533,320 1,500,000 1,938,945 200,000 300,000 1,000,000 3,439,485

Adjusted 2012-13 General Fund Budget 2013-14 EXPENDITURE REQUIREMENT CHANGES Directed/Earmarked by System Office PERS retirement rate change Health and dental benefits rate changes Energy rate changes & consumption State University Grant (incremental increase)

4,211,900 2,651,000 373,000 99,800

TOTAL 2013-14 GENERAL FUND USES

341,839,620

SURPLUS / (DEFICIT) for 2013-14

Sources and Uses 9

$

-

California State University, Long Beach 2013-14 Resource Planning Process Sources and Uses Plan Explanatory Notes The 2013-14 Sources and Uses Plan estimates the impact of budget decisions made by the State, by the CSU System Office, and the Long Beach campus on the resource allocations for the upcoming year. The plan is based on the CSU budget included in the Governor’s January Budget Proposal and the May Revision and incorporates planning parameters that have been provided to the campuses by the Chancellor and the CSU April Budget Allocation letter B2013-01 dated April 9, 2013. The plan does not include any changes that could occur with legislative proceedings that take place before the final budget is passed. The following notes provide an explanation of the numbers shown on the plan. Other related notes and recommendations on the budget strategy and selected topics can be found in the sections following this plan. SOURCES 2012-13 General Fund Base Budget Net state support and budgeted revenues and reimbursements detailed in the 2012-13 CSULB Internal Budget Document. 2012-13 Net State Support $121,928,936 Represents portion of the University’s state budget supported by tax revenues. 2012-13 Revenues & Reimbursements State University Tuition Fee $178,191,177 Represents portion of the University’s budget supported by undergraduate, teacher credential and graduate student tuition fees. Other Receipts $20,275,607 Represents portion of the University’s budget comprised of fees and miscellaneous reimbursements for services. Examples include student health center fee, application fee, non-resident tuition, transcript fees, etc. Use of One-Time Reserves $ 5,196,450 Represents one-time use of reserve funds in 2012-13 to balance the operating budget and mitigate further budget reductions.

Total 2012-13 General Fund Budget

Sources and Uses 10

$325,592,170

Delete: Use of One-Time Reserves Delete one-time use of reserve funds in 2012-13 to balance the operating budget and mitigate further budget reductions that is no longer available in 2013-14. Net Budget Plan Changes The net budget plan changes in the campus’s General Fund allocation is based on CSU budget allocations detailed in the CSU system coded memorandum B2013-01 on the 2013-14 Governor’s Budget Allocations. Adjustment to retirement rate $4,211,900 Change in employer-paid contribution rates in order to maintain actuarial soundness of the system and meet defined benefit pension obligations. Backfill 2012-13 Tuition Fee rollback $11,342,300 CSULB’s share of the $125 million General Fund replacement provided to the CSU for foregone revenue due to rolling back student tuition fee rates to 2011-12 rates. Mandatory cost increase – health premiums $2,651,000 Funding to cover the permanent increase in employer-paid health care costs resulting from January 2013 premium increases. Mandatory cost increase – energy $ 373,000 Funding to cover the permanent increase in energy related costs (electricity, water, sewer, natural gas) resulting from usage and rate increases. Enrollment growth funding $1,429,000 Funding to support the increase in resident full-time equivalent students (FTES) of 323 (26,875 to 27,198 FTES). Other minor adjustments Minor funding adjustments for state interest assessment and campus tuition fee discounts. Adjustment to Revenues and Reimbursements State University Tuition Fee increase $1,318,000 This revenue increase projection is contingent on achieving our 2013-14 college year resident enrollment goal of 27,835 FTES, approximately 2.3 percent over target. Non-Resident Tuition $ 500,000 This revenue increase is due to projected growth in the number of non-resident students from the budgeted enrollment.

Total 2013-14 General Fund Resources

Sources and Uses 11

$341,839,620

USES 2012-13 Internal Budget The budgets for operating divisions and university-wide programs as detailed in the 201213 Internal Budget document. Division budgets $171,642,353 Represents budget allocations for all operating divisions. University-wide budgets $153,949,817 Represents budgets for general, necessary, or unavoidable costs that benefit the entire campus rather than a particular division.

2012-13 Internal Budget

$325,592,170

Changes to 2012-13 Internal Budget Enrollment increase instructional cost $ 533,320 Funding provided to Academic Affairs to support instructional costs related to the increase in enrollment. Make permanent one-time funding from increased revenues $ 1,500,000 Permanent funding provided to all operating divisions from increased revenues from higher enrollments. Make permanent benefit savings to divisions $ 1,938,945 Permanent funding provided to all operating divisions of benefit cost savings attributable to workforce/salary cost reductions. Revenue sharing agreement with CIE $ 200,000 Funding agreement with the Center for International Education to share incremental revenues resulting from growth in international student enrollments. CMS Enterprise maintenance cost increase $ 300,000 Average increase in maintenance costs (hardware, software, service contracts) over next two fiscal years of Common Management System (CMS), the primary administrative system for Finance, Human Resources, and Student Operations. Set-aside for campus high priority needs $ 1,000,000 Funds reserved to address campus high priority needs to be determined by the President and the Vice Presidents. Pro rata allocations to operating divisions $ 3,439,485 Represents pro rata allocation of discretionary resources to the operating divisions

Sources and Uses 12

in order to fund operational requirements and advance campus strategic priorities and goals.

ADJUSTED 2012-13 GENERAL FUND BUDGET

$334,503,920

2013-14 CHANGES IN CAMPUS EXPENDITURE REQUIREMENTS Represents budget changes to division and university-wide allocations. Directed / Earmarked by System Office PERS retirement rate change $4,211,900 Represents change in employer-paid contribution rates in order to maintain actuarial soundness of the system and meet defined benefit pension obligations. Health and dental benefits rate changes $2,651,000 Represents permanent increases in employer-paid health and dental care costs due to annual premium increases. Energy rate changes & consumption $ 373,000 This is the estimated cost of increases in electricity, natural gas, and water/sewer rates. The estimate is based on the campuses’ proportional share of custodial square footage included in the 2012-13 Capital Planning Design and Construction facility database. State University Grant (SUG) $ 99,800 Permanent budget adjustment associated with the financial aid set aside of 33 percent of increased state university tuition fee revenues. This adjustment is a preliminary projection of changes that will occur in campus fiscal year 2013-14 budgeted SUG allocations.

Total 2013-14 General Fund Uses

$341,839,620

Surplus / (Deficit) for 2013-14

$

Sources and Uses 13

-0-

CAMPUS BUDGET PLANS

CALIFORNIA STATE UNIVERSITY, LONG BEACH 2013-14 BUDGET PLANNING BASED ON GOVERNOR'S JANUARY BUDGET PROPOSAL & C.O. ALLOCATIONS DATED 4-09-13 Projected Campus Discretionary Funds

$

4,439,485

Campus High Priority Needs

$

(1,000,000)

$

3,439,485

Available for Divisions

PRO RATA DISTRIBUTION TO DIVISIONS 2012-13 Base Budget

Pro Rata Distribution

%

Academic Affairs Admin and Finance Student Services University Relations & Devel Athletics President's Office

$ $ $ $ $ $

118,078,307 34,333,377 10,069,561 4,655,667 3,076,909 1,428,532

68.8% 20.0% 5.9% 2.7% 1.8% 0.8%

$ $ $ $ $ $

2,366,133 687,995 201,781 93,293 61,657 28,626

Totals

$

171,642,353

100.0%

$

3,439,485

Campus Budget Plans 14

CALIFORNIA STATE UNIVERSITY, LONG BEACH 2013-14 BUDGET PLANNING CAMPUS HIGH PRIORITY NEEDS BASE FUNDING FROM GENERAL FUND:

Veterans Center

$

220,000

Campus Dispatchers

$

133,000

Police Officers (Beachside expansion)

$

188,000

Disabled Student Services

$

150,000

AIM Center staffing (ATI)

$

115,000

Captioning Services (ATI)

$

55,000

Campus Shuttles

$

139,000

$

1,000,000

Staffing, operating expense, and space lease costs for the Veterans Center. Cost of additional police dispatchers required to properly monitor the network of campus security cameras. Cost of additional police officers required to adequately patrol and respond to incidents at the off-campus housing site Beachside College. Additional resources to Disabled Student Services to adequately support the increasing numbers of students with disabilities and to help offset the increasing cost of specialized services. Resources to support the Accessible Instructional Materials (AIM) Center that will provide instructional materials in an accessible format for students and assist faculty in making their course materials more accessible to students with disabilities. Resources to provide just-in-time captioning of selected live events and web delivered media. Additional resources required to support the campus shuttle program as the demand for the shuttles, the number of shuttles and routes, and the operating costs continue to rise.

TOTAL BASE FUNDING NOTES:

A top funding priority in FY14-15 will be assuring that adequate dollars are available for the preparation and equipping of PH1&2 for re-occupancy. It is assumed that the following Accessible Technology Initiative (ATI) needs will be funded with Student Excellence Fee/Technology dollars: Web accessibility coordinator - Someone to lead, train, and support faculty and staff $ Information campaign - Sensitize campus community to accessibility needs $ Training institute - Facilitate ongoing training, innovation, and networking $ Faculty champions - Create ATI specialist/go to person in each department $

Campus Budget Plans 15

75,000 10,000 30,000 35,000

Campus Budget Plans 16

Hire additonal staff in ATS to free up the current LMS director to focus on blended instruction.

Aggressively expand the use of technology-based modes of instruction such as flipped, hybrid, and on-line, to enhance the learning experiences of our students.

$2,366,133

$300,000

Notes: We are assuming that we may receive funding via the systemwide competition for course redesign and student success efforts; should this change, Academic Affairs' priorities would also need to be adjusted.

ACADEMIC AFFAIRS TOTAL

Expand our program of experimental classrooms to test out innovations in technology and design with participating faculty.

Build more high technology classrooms

$200,000

Increase incentives for faculty and staff to seek external funding to Move RSCA funding off of F&A and use available F&A funds to continue and expand incentives to increase sponsored program dollar levels to a target of $50M develop external funding annually, while maintaining an average indirect rate above 15%.

FACILITIES AND SUSTAINABLE DEVELOPMENT

$400,000

$75,000

$110,000

$75,000

$300,000

Expand RSCA opportunities using a performance funding process

RESEARCH, SCHOLARLY AND CREATIVE ACTIVITIES Support CSULB faculty RSCA, including undergraduate and graduate research opportunities.

Create a new position, Director of Teaching and Learning Innovation

Hire instructional designer in Academic Technology

Aggressively expand the use of technology-based modes of instruction such as flipped, hybrid, and on-line, to enhance the learning experiences of our students.

Expand CSULB’s use of instructional methods based on innovative technology. INFORMATION TECHNOLOGY SERVICES

Expand active learning that fosters student engagement, including collaborative learning, undergraduate and graduate research, writing intensive courses, international study, out-of-classroom activity, and active learning. Provide funding to colleges to lower class size in writing intensive courses

$240,000

Hire additional staff in high needs areas beyond replacement of retirements

Continue essential staff hiring. STUDENT RETENTION AND GRADUATION

$666,133

Amount

Hire tenure track faculty beyond replacement of retirements

Proposed project

Increase tenure track hiring to strengthen academic programs, while enhancing tenure density and faculty diversity.

QUALITY OF FACULTY AND STAFF

Priority and Goals

Use of Pro Rata Division Allocation

Division of Academic Affairs

2013-14 Resource Planning Process

Campus Budget Plans 17

$688,000

$14,000

$150,000

$200,000

$174,000

$150,000

Notes: We are assuming that we may receive funding via the systemwide competition for course redesign and student success efforts; should this change, Admin & Finance priorities would also need to be adjusted.

ADMINISTRATION AND FINANCE TOTAL

Develop strategic plans for the upcoming period of reduced but stable budgets.

Implement process improvement measures throughout the division. Often, a small investment is required before a large return is realized.

Hire additional Network and Server staff to adequately support technology infrastructure

Ensure instructional technology meets minimum campus standards and can support instructional methods including innovative technology.

FISCAL RESOURCES AND QUALITY IMPROVEMENT

Increase wireless access points throughout campus

Hire additional staff in Enrollment Services to implement E-Advising systems

Hire additional key staff in Enrollment Services

Proposed project Amount

Ensure instructional technology meets minimum campus standards and can support instructional methods including innovative technology.

INFORMATION TECHNOLOGY SERVICES

Use current technologies to facilitate use of degree audits, analytical reporting, and supporting advisors and students as they navigate the degree.

STUDENT RETENTION AND GRADUATION

Adequately coordinate and support new approach to admissions based on major-specific criteria which is central to improving student success in the major and timely graduation.

ENROLLMENT PLANNING AND MANAGEMENT

Priority and Goals

Use of Pro Rata Division Allocation

Division of Administration and Finance

2013-14 Resource Planning Process

Campus Budget Plans 18

Increase staff support in the Student Resource Centers, Club Sports and Recreation, and the Center for Scholarship Information. Retain student assistants to create a peer education campaign with our Alcohol, Tobacco and Other Drugs Committee.

Support student access and diversity

Expand support for student engagement

STUDENT SERVICES TOTAL

Hire additional staff support in Outreach and School Relations to assist with programs such as the Long Beach College Promise, outreach to under served communities, enrollment yield activities, and school visits in target communities.

Improve student health and wellness.

Proposed project Hire additional staff support in Counseling & Psychological Services to meet the critical demand of increasing student mental health problems, respond to crisis situations, and consult with faculty and staff on urgent student situations.

STUDENT RETENTION AND GRADUATION

Priority and Goals

Use of Pro Rata Division Allocation

Division of Student Services

2013-14 Resource Planning Process

$201,781

Amount

Campus Budget Plans 19

UNIVERSITY RELATIONS AND DEVELOPMENT TOTAL

Conduct a major comprehensive campaign

EXTERNAL SUPPORT AND COMMUNITY RELATIONS

Priority and Goals

Retain an outside agency to develop branding, culminating in the creation of a published cased statement, an essential and powerful communications tool that will inform every aspect of messaging and design for the campaign.

Proposed project

Use of Pro Rata Division Allocation

$93,293

$93,293

Amount

Division of University Relations and Development

2013-14 Resource Planning Process

Campus Budget Plans 20

Increase financial support to the Bickerstaff Academic Center for Student -Athlete Academic Services, the primary academic advising unit for the athletics program

Proposed project

ATHLETICS TOTAL

Switch ticketing services to a new vendor that Refresh computer technology and enhance the use of self-service will result in better service to our students, ticket technology. holders, and donors

INFORMATION TECHNOLOGY SERVICES

Promote student success programs and initiatives. Raise graduation rates and progress to degree.

STUDENT RETENTION AND GRADUATION

Priority and Goals

Use of Pro Rata Division Allocation

Athletics

2013-14 Resource Planning Process

$61,657

$31,657

$30,000

Amount

Campus Budget Plans 21 OFFICE OF THE PRESIDENT TOTAL

Enhance training and development opportunities for staff.

QUALITY OF FACULTY AND STAFF

Refresh and update computer technology.

INFORMATION TECHNOLOGY SERVICES

Continue to support student success programs and initiatives.

STUDENT RETENTION AND GRADUATION

Priority and Goals

Lift restriction on professional development training to support key campus strategic initiatives.

Purchase hardware and implement software programs to facilitate and enhance Office's ability to support strategic initiatives across divisions.

Support various student success programs and opportunities for student engagement in campus, community, and national initiatives.

Proposed project

Use of Pro Rata Division Allocation

Office of the President

2013-14 Resource Planning Process

$28,626

$8,500

$8,626

$11,500

Amount

APPENDIX

CSULB 2013-14 BUDGET PLANNING PARAMETERS

SUMMARY OF GOVERNOR’S 2013-14 BUDGET PROPOSAL The 2013-14 Governor’s Budget Proposal was released 1/10/13 and it included some positive support for higher education. Here is an excerpt from the budget summary document: The Budget chooses to invest new, discretionary General Fund resources in higher education because the Administration believes that maintaining a quality, affordable system is critical to the future of the state. The Budget aims to enhance the quality of California’s higher education institutions by making them more affordable, decreasing time to completion, improving overall completion rates in all higher education segments, and improving the transfer rate of Community college students to four-year colleges and universities. Here is a summary of the 2013-14 Governor’s Budget Proposal for the CSU: 1. Confirmation that the $125 million fee buyout allocation is included in the proposal. 2. An additional $125.1 million (about 5% increase) to implement reforms that will make available the courses students need and help them progress through college efficiently, using technology to deliver quality education to greater numbers of students in highdemand courses, improving course management and planning, using faculty more effectively, and increasing use of summer sessions. No longer enrollment-based funding approach. 3. Change in statute allowing CSU to negotiate higher employee contributions to healthcare. (100/90 reduced to 80/80) 4. State continues to fund retirement contributions based on 2012-13 employees. If CSU adds employees or increases wages, CSU will be responsible for associated costs. 5. Lease debt service and other adjustments totaling $19 million. This is really just an “inand-out”. 6. Bond debt service transfer to General Fund of $198 million. This is also an “in-and-out”. However, future capital outlay funds and debt service costs become sole responsibility of the CSU. 7. #5 and #6 above can make it appear that the year-over-year increase is much larger. The true, meaningful increase figure is really $250 million (#1 and #2 above). 8. Intent to further increase CSU funding in 2014-15 by 5 percent and by 4 percent in each of the subsequent two years. In return, expectation that current tuition and fee levels will be maintained over the next four years. 9. Cap on number of units students can take while receiving state subsidy. First two years of proposal, cap is at 150 percent of standard units (180 units). In later years, cap is at 125 percent of standard units (150 units). • • •

No specific indication yet how the additional $125 million will be utilized or allocated. Early indication – funds are not for restoration but for efficiency and access Chancellor will be seeking advice/ideas from Presidents

Budget Planning Parameters A1

CALIFORNIA STATE UNIVERSITY, LONG BEACH 2013-14 BUDGET PLANNING BASED ON GOVERNOR'S JANUARY BUDGET PROPOSAL & C.O. ALLOCATIONS DATED 4-09-13 Projected Campus Discretionary Funds

$

4,439,485

Campus High Priority Needs

$

(1,000,000)

$

3,439,485

Available for Divisions

PRO RATA DISTRIBUTION TO DIVISIONS 2012-13 Base Budget

Pro Rata Distribution

%

Academic Affairs Admin and Finance Student Services University Relations & Devel Athletics President's Office

$ $ $ $ $ $

118,078,307 34,333,377 10,069,561 4,655,667 3,076,909 1,428,532

68.8% 20.0% 5.9% 2.7% 1.8% 0.8%

$ $ $ $ $ $

2,366,133 687,995 201,781 93,293 61,657 28,626

Totals

$

171,642,353

100.0%

$

3,439,485

Budget Planning Parameters A2

ENROLLMENT DATA

Enrollment Data B1

COLLEGE/DIVISION

10,709

Liberal Arts

23

100%

FALL

29,097

165

10,955

4,508

3,104

1,895

1,547

2,138

4,785

27,152

103

9,760

4,113

2,799

1,907

1,416

2,121

4,933

SPRING

28,147

134

10,358

4,311

2,952

1,901

1,504

2,130

4,859.00

TOTAL

100%

0%

37%

15%

10%

7%

5%

8%

17%

% OF TOTAL

Includes Educational Opportunities Program (EOP), Academic Affairs (VPAA), and Athletics Department.

(1)

0

0

0

0

0

23

0

0

0%

38%

15%

11%

6%

6%

8%

15%

% OF TOTAL SUMMER

Campus is funded for growth in resident students only. For 2013-14, according to the most recent information from the Chancellor's Office campuses will be allowed to be as much as five percent (5%) over target. CSULB's planning target is 27,198 resident FTES, which is a slight increase of 323 over 2012-13.

(3) Campus enrollment targets include resident and non-resident students based on the Governor's Budget.

Campus is funded for growth in resident students only. In 2012-13, in response to state budget deficit, the Chancellor's Office announced plans to reduce systemwide enrollment if cuts to the CSU becomes larger. CSULB's planning target is same as 2011-12, at 26,875 resident FTES.

(2) Campus enrollment targets include resident and non-resident students based on the Governor's Budget.

Campus is funded for growth in resident students only. In 2011-12, in response to state budget deficit, the Chancellor's Office announced plans to reduce systemwide enrollment if cuts to the CSU becomes larger. CSULB's funded target is 26,875 resident FTES, which is a slight increase of 578 resident FTES from 2010-11.

(1) Campus enrollment targets include resident and non-resident students based on the Governor's Budget.

*

Notes:

26,875

4,179

Natural Sciences & Math

Campus Resident Target

3,041

The Arts

28,116

1,795

Engineering

Total, Colleges/Instruction

1,674

Education / EDSS

140

2,290

Business Administration

Other University Programs*

4,288

TOTAL

2011-12

2011-12

Health & Human Services

Resident and NR target

ACTUAL

PROJECTED

FTES BY COLLEGES AND INSTRUCTIONAL AREAS

26,875

28,503

143

10,524

4,403

3,002

1,969

1,354

2,165

4,945

TOTAL

(2)

100%

0%

37%

15%

11%

7%

5%

8%

17%

43

0

0

0

0

0

19

5

19

% OF TOTAL SUMMER

2012-13

PROJECTED

29,590

170

11,067

4,566

3,023

2,000

1,431

2,126

5,207

FALL

26,909

115

9,692

3,970

2,792

1,949

1,287

2,129

4,975

SPRING

2012-13

ACTUAL

28,293

143

10,380

4,268

2,908

1,975

1,378

2,133

5,109.88

TOTAL

100%

1%

37%

15%

10%

7%

5%

8%

18%

% OF TOTAL

27,198

28,107

141

10,301

4,294

2,882

1,969

1,283

2,171

5,067

TOTAL

(3)

100%

1%

37%

15%

10%

7%

5%

8%

18%

% OF TOTAL

2013-14

PROJECTED

SCHEDULE OF MEETINGS

CALIFORNIA STATE UNIVERSITY, LONG BEACH 2013-14 RESOURCE PLANNING PROCESS SCHEDULE OF MEETINGS

PREPARATION

Thursday, December 6, 2012

9:00 AM – 12:00 PM

BH 302

Friday, February 8, 2013

2:00 PM – 4:00 PM

BH 302

Thursday, March 28, 2013

9:00 AM – 10:30 AM

BH 302

Thursday, April 11, 2013

9:00 AM – 11:30 AM

BH 302

Friday, April 19, 2013

2:00 PM – 4:00 PM

BH 302

DIVISION HEARINGS

University Relations and Development Thursday, May 9, 2013 Student Services 9 AM – NOON Admin and Finance

Athletics Friday, May 10, 2013 Academic Affairs 2:00 – 4:00 PM President’s Office

Tuesday, May 14, 2013 ATI Presentation 3:00 PM – 4:00 PM

REVIEW

Tuesday, May 21, 2013

9:00 AM – 12:00 PM

Schedule of Meetings C1

BH 302

GLOSSARY OF TERMS

California State University, Long Beach Resource Planning Process Glossary of Terms

This glossary is provided to explain various terms and phrases specific to the CSU that are used in this Resource Planning Process document, and/or to provide references to websites where additional information or explanations may be found. The State of California’s glossary of budget terms is an additional reference (link below). However, some terms used therein may not be common jargon or applicable to the CSU. http://www.dof.ca.gov/HTML/BUD_DOCS/glossary.pdf

Academic Year (AY) For semester campuses, an academic year includes the fall and spring semesters. The college year includes summer, fall, and spring semesters.

Academic Year Full-Time Equivalent Students (AY-FTES) The number of academic year full time equivalent students (FTES) at a semester campus is calculated by adding the student credit hours for the fall and spring semesters and dividing by 24 for graduate students and by 30 for all other students. It is the average enrollment over two semesters based on a full time equivalency of 12 credit hours per semester for graduate students and 15 credit hours per semester for all other students.

Base Budget Base budget is a term used to distinguish the fixed amount of general fund resources allocated to the campus as compared to other variable, or non-recurring resources, also referred to as non-base budget. The amount of each campus’ general fund base budget allocation is reestablished each year as authorized by the CSU Board of Trustees in the Final Budget memo. The CSU Budget Office issues this memo when the Governor signs the Final Budget. In addition, the campus is responsible for reestablishing a base budget for its variable revenues that are collected in the general fund, by setting a minimum amount that it expects to collect. The President establishes annual changes to the university’s base budget after review of recommendations from the Resource Planning Process Task Force. The resources available for operating divisions during the annual Resource Allocation process in the fall are comprised of the state general fund allocation and campus revenue, such as State University Tuition Fees, non-resident tuition, application fees, etc. Additional information may be found at: http://www.calstate.edu/Budget/ http://daf.csulb.edu/offices/univ_svcs/budget/docs/index.html

Campus Physical Capacity Campus physical capacity (CPC) is defined as the academic year FTES (or college year FTES) that can be accommodated by the capacity space currently available on a campus. CPC may be equal to or less than the enrollment ceiling approved for a campus. Capacity of campus facilities is usually expressed in terms of student stations, annual FTE student capacity, or office space. Capacity is calculated using the appropriate utilization measures and space standards approved by the state. A campus cannot request capital outlay funding that will add physical space if the project will result in exceeding the campus’ physical capacity as published in its approved physical master plan. As of Fall, 2012, CSULB had a campus physical capacity of 25,369 (lecture and lab only) Academic Year FTES. Additional information may be found at: http://www.calstate.edu/CPDC/SUAM/Appendices/App_B-Restructure_Campus_Capacities.pdf http://www.calstate.edu/cpdc/Facilities_Planning/Space_Mgmt/Reports/Campus_Cap/2012/ http://www.calstate.edu/CPDC/suam/SUAM9045-9050.pdf See Campus Physical Master Plan

Glossary D1

Campus Physical Master Plan The campus master plan describes the physical facilities approved for planning, design and construction on land owned by the Trustees as part of a CSU campus. Once initially approved, the Trustees must approve all additions to the campus physical master plan. The campus physical master plan also includes the enrollment ceiling approved for the campus based upon the Environmental Impact Report (EIR) for the site. The Board of Trustees requires that every campus have a physical master plan, showing existing and anticipated facilities necessary to accommodate specified levels of enrollment, in accordance with approved education policies and objectives. Each campus master plan reflects the ultimate physical requirements of academic programs and auxiliary activities. A related element, adopted by the Board, separate from the physical master plan, is the campus enrollment ceiling that specifies the maximum FTE for each campus at build-out. The Campus Master Plan was approved to increase campus facilities capacity to 31,000 FTES when additional future funding becomes available. Additional information may be found at: http://www.calstate.edu/CPDC/suam/SUAM9007-9014.pdf http://daf.csulb.edu/offices/ppfm/master_plan/index.html http://daf.csulb.edu/offices/univ_svcs/institutionalresearch/ep_reports/index.html

Campus Temporary Resources Year-end balances held in university-wide programs are made available as a university contingency reserve to address deterioration in the budget or other emergencies that may arise. Any unspent amount at the end of a fiscal year will carry forward to address the next year’s budget needs. These funds are of a one-time, non-recurring nature and are attributable to savings from a variety of programs including benefits, compensation, utilities and general reserves.

Carryover Savings The university is allowed to retain its unspent general fund budget balance at the close of the fiscal year. We refer to these balances that roll forward to the next fiscal year as carryover savings. Also referred to as division or university-wide reserves, carryover savings are published in the Internal Budget Document and are labeled as Division Carryover Savings. Due to the Revenue Management Program (see RMP), the Chancellor’s Office has established a maximum threshold amount that a campus can roll forward to the next fiscal year. If a campus exceeds this threshold, a usage plan must be developed and submitted to the Chancellor’s Office. Additional information can be found at: http://daf.csulb.edu/offices/univ_svcs/budget/docs/ http://www.calstate.edu/BF/rmp/

Common Financial System (CFS) In an effort to increase administrative efficiency systemwide, the CSU has created a Common Financial System (CFS), which is available to all campuses and auxiliary organizations. Incorporating campus financial systems into a single database reduces incompatibilities between campuses and minimizes the time and effort spent maintaining disparate systems.

Common Management System (CMS) The mission of the Common Management Systems (CMS) is to provide efficient, effective and high quality service to the students, faculty and staff of the 23-campus California State University System (CSU) and the Office of the Chancellor. Utilizing a best practices approach, CMS supports human resources, financials and student services administration functions with a common suite of Oracle Enterprise applications in a shared data center, with a supported data warehouse infrastructure. Additional information can be found at: http://www.csulb.edu/divisions/af/cms/ http://cms.calstate.edu/

Compensation To recognize the salary increase commitments of the CSU collective bargaining agreements and CSU’s Management Personnel Plan, the Resources and Requirements plan projects the amount of incremental cost of negotiated salary increases that go into effect during a given fiscal year.

Division Reserves Same as Carryover Savings

Glossary D2

Enrollment Target The enrollment target is the total number of full-time equivalent students that a campus receives base budget funding for during a college year. The Board of Trustees will establish enrollment targets during the budget process with the intent to publicize campus enrollment targets ten months prior to the beginning of the academic year.

Bakersfield Channel Islands Chico Dominguez Hills East Bay Fresno Fullerton Humboldt Long Beach Los Angeles Maritime Academy Monterey Bay Northridge Pomona Sacramento San Bernardino San Diego San Francisco San Jose San Luis Obispo San Marcos Sonoma Stanislaus

2012/13 FTES Target

2013/14 FTES Target

6,978 3,264 14,730 9,512 12,304 17,974 27,677 7,216 27,920 16,890 1,053 4,572 26,752 17,670 21,968 14,384 27,566 24,374 22,276 17,035 7,527 7,523 6,837 344,001

7,192 3,381 14,898 9,710 12,557 18,179 28,014 7,350 28,223 17,018 1,135 4,703 27,228 17,885 22,229 14,720 27,988 24,620 22,540 17,489 7,873 7,601 7,009 349,542

Information about the CSU enrollment management policy can be found at: http://www.calstate.edu/acadres/docs/CSU_Enroll_Mngment_Policy_Practices.pdf

EO-1000 Ensure that costs incurred by the CSU Operating Fund for services, products, and facilities provided to other CSU funds and to Auxiliary Organizations are properly and consistently recovered with cash and/or a documented exchange of value. Allowable direct costs incurred by the CSU Operating Fund shall be allocated and recovered based on actual costs incurred. Allowable and allocable indirect costs shall be allocated and recovered according to a cost allocation plan that utilizes a documented and consistent methodology including identification of indirect costs and a basis for allocation.

Final Budget Final Budget refers to the final enacted state budget and CSU allocations. Differentiated from the preliminary budget that is developed after the Governor’s Budget and May Revision and the Legislative Budget Recommendations received by the Governor in June. See Governor’s Budget

General Fund The General Fund has existed since the beginning of the state as a political entity. It is the government's major source of funds used for most of its activities. Under this fund, various special accounts are created and reserved for particular activities. Chapter 942/77 provides for the treatment of these accounts as other governmental funds for Accounting and Budgeting purposes effective July 1, 1978. Usage of this fund varies in accordance with legislative authorizations and governing statutes. Except for various constitutional and statutory authorizations without further legislative action, the General Fund is appropriated on a yearly basis. Income to the fund

Glossary D3

varies in accordance with the governing statutes. A detailed listing is contained in the Governor's Budget and the Controller's Annual Report. Additional information may be found at: http://www.dof.ca.gov/fisa/bag/DofGlossFrm.HTM

General Fund Allocation The amount of each campus’ State General Fund Budget allocation is established each year as authorized by the CSU Board of Trustees in the Final Budget Memo. The CSU Budget Office issues this memo when the Governor signs the Final Budget. See also Base Budget

Governor’s Budget (January) The State Constitution requires that the Governor submit a budget to the Legislature by January 10. It provides for a balanced budget in that, if the proposed expenditures for the budget year exceed estimated revenues, the Governor is required to recommend the sources for the additional funding. The budget process for California defies a simple concise definition. It is a process rather than a product. It is not the development of the Governor's Budget, the Legislature's enactment of a budget, or the executive branch's administration of the budget. Rather, it is the combination of all of these phases with all the ramifications and influences of political interactions, relationships with federal and local governments, public input, natural events, legal issues, the economy, initiatives and legislation, etc. Although the size and complexity of California and the dynamics of the process make it difficult to establish and maintain an orderly process, these very reasons necessitate an orderly formalized process. By constitutional requirement, the Governor's Budget must be accompanied by a Budget Bill itemizing recommended expenditures that shall be introduced in each house of the Legislature. The Constitution also requires that the Legislature pass the bill by June 15. It is not uncommon for the Legislature to miss this deadline. The following web references summarize the major steps and procedures of California's budget process: http://www.dof.ca.gov/budget/ http://www.dof.ca.gov/HTML/BUD_DOCS/budenact.pdf

Health Benefits To recognize the costs required to cover health benefit costs for employees who are compensated from general fund accounts, the Resources and Requirements plan projects the incremental amount of funding necessary to cover the cost of employer-paid benefits that will go into effect in a given fiscal year. Health care benefit rate increases are determined by the number of CSU employee participants and the difference between the old and new employer-paid contribution rates.

Mandatory Costs A typical cost of doing business that is unavoidable is referred to as mandatory. These costs normally include negotiated compensation increases, benefit costs, energy and utility cost increases, insurance premiums, worker’s compensation, contributions to the CSU risk pool, and maintenance costs of new building space.

May Revision The May Revision is an annual update to the Governor’s Budget containing a revised estimate of General Fund revenues for the current and ensuing fiscal years, any proposals to adjust expenditures to reflect updated revenue estimates, and all proposed adjustments to Proposition 98, presented by the Department of Finance to the Legislature by May 14 of each year. 2013-2014 May Revision of Governor’s Budget related to Higher Education is contained in the attached:

http://www.ebudget.ca.gov/2013-14/pdf/Revised/BudgetSummary/HigherEducation.pdf

Non-base Budget Allocations Non-base budget is a term to distinguish one-time temporary resources which are not added to base budgets. Carryover savings are a type of non-base budget allocation.

Non-resident Tuition (NRT) The additional fee assessed to students who do not meet the State of California residency requirement. Students need to meet particular requirements to pay in-state tuition (SUF), which is significantly lower than out-of-state tuition (NRT). The requirements are listed in the link below.

Glossary D4

If students are without lawful immigration status, they must also file an affidavit with a CSU campus stating that they have filed an application with the INS to legalize their immigration status or that they will do so as soon as they are eligible. The attached link identifies current residency requirements: Visit the campus website at: http://www.csulb.edu/depts/enrollment/admissions/residency.html http://www.csulb.edu/depts/enrollment/registration/fees_basics.html

One-Time, Temporary Resources See Non-base Budget Allocations

PERS Retirement Rate Change CalPERS uses contributions from the employer, the employee, and income from investments to pay for employee retirement benefits. Employee and employer contributions are a percentage of applicable employee compensation. The employer contribution is set annually by CalPERS based on annual actuarial valuations. The employee contribution is 5% of salary for Miscellaneous Tier 1 members and 8% for some Peace Officer/Firefighter members (Public Safety Management and Firefighters only) less an exclusion allowance for coordination with Social Security. For eligible CSU Public Safety (R08) employee Peace Officer/Firefighter members, the CSU currently pays for both the employer and employee contributions. CSU Contribution Rates for CalPERS Retirement Coverage – Fiscal Year 2013/14 Effective July 1, 2013 the CSU retirement contribution rates for employees covered by the following CalPERS member Categories are as follows: Member Category State Police Officer/Firefighter

CSU Employee Group Unit 8

2013/14 Employer Rate 38.495%*

State Police Officer/Firefighter

MPP Directors & Lieutenants

30.495%

State Miscellaneous Tier 1

All Other CSU Employees

21.121%

*Includes 8% employee contributions rate paid by CSU

Revenue Management Program (RMP) The Governor’s Budget enacted RMP in 2006-2007. The CSU has re-engineered substantial financial and reporting changes for cash flows and modified the accounting procedures for all campuses. The new RMP initiative has reduced our dependency on the State of California for fiscal tasks, increased working efficiencies and reduced delays to the year-end closing process. The CSU has new responsibilities to monitor and manage the cash flows and any potential earnings that may arise from fee collections to support campus operations. Ongoing changes as a result of new directives and best methods approach along with campus standardization of activities will continue to be issued to enhance financial operations. Additional information may be found at: http://www.calstate.edu/BF/rmp/rmp_home.shtml

State University Tuition Fee State University Tuition Fee is the amount a resident student pays to attend the California State University. The tuition fee for a full time student is shown below. Tuition Fees for Academic Year 2012-13 were rolled back to Academic Year 2011-12 rates due to the passage of Proposition 30 in November, 2012.

Academic Year

Undergraduate

Graduate Teacher Credential

Graduate

2012-13

$5,472

$6,348

$6,738

2011-12

$5,472

$6,348

$6,738

2010-11

$4,440

$5,154

$5,472

2009-10

$4,026

$4,674

$4,962

2008-09

$3,048

$3,540

$3,756

2007-08

$2,772

$3,216

$3,414

In addition, all students pay campus fees that vary campus-by-campus and average $1,140 system-wide (see link below). http://www.calstate.edu/budget/fybudget/2013-2014/documentation/14-mandatory-fees-table.shtml At CSULB, the mandatory student fees total $768 for academic year 2012-13. Note that certain courses may charge other special fees that are not included in this amount.

Glossary D5

Non-resident students pay the State University Tuition Fee, non-resident fee and campus fees. The following chronology gives the full-time (and part-time) undergraduate resident CSU SUF fee (including the total when campus fees are included). Academic Year

Full-time (part-time)

Average Total Fees

Systemwide Tuition Fees 2012-13

$5,472 ($3,174)

$6,612

2011-12

$5,472 ($3,174)

$6,519

2010-11

$4,335 ($2,514)

$5,285

2009-10

$4,026 ($2,334)

$4,893

2008-09

$3,048 ($1,770)

$3,849

2007-08

$2,772 ($1,608)

$3,521

Tuition Fee Discounts (also known as State University Grants (SUG)) The Tuition Fee Discount Program was established by the State of California under the Budget Act of 1982, Chapter 326. Its creation was consistent with legislative intent and recommendations contained in the Report of the Chancellor's Task Force on a New Student Fee and Financial Aid Program (December, 1981). The Tuition Fee Discount program is budgeted in the General Fund. The amount of Tuition Fee Discount funds is increased annually by one-third of the marginal cost revenue estimated for enrollment growth, or one-third of the revenue attributable to a Tuition Fee rate change. Campuses receive an allocation based on enrollment targets and student need. Additional information may be found at: http://www.csulb.edu/depts/enrollment/financial_aid/ http://www.calstate.edu/AR/fa_programs.shtml

University Wide Budgets Resources that are held centrally to cover mandatory costs that benefit the entire campus and/or campus reserves are referred to as “University Wide.” These funds are administered by various division managers who have fiduciary responsibility and accountability for the budget. Any unspent balances at year-end are returned and made available to the entire campus.

Glossary D6