CCIA Conference May 6, 2010 Kathy Blackwood, SMCCCD

San Mateo County CCD Three colleges: College of San Mateo, Cañada College, Skyline College 38,000 headcount; over 23,000 FTES 07/08 FTES09/10 Est. FTES CSM9,0589,414 Skyline7,3298,854 Cañada4,4525,187 Total20,83923,455

Enrollment and Productivity Measuring Projecting Communicating Changing

Measuring Enrollment Data 320 Report P-1 – January 15 P-2 – April Annual – July 15 Who prepares? Who reviews?

Projecting Enrollment Historical data Trends What makes this year unique?

Historical Data

Actual Data

Budgeting FTES Goals Timing of setting goals Early enough to plan Not so early that they are set on inaccurate data 2009/10 FTES Goals were based on 2008/09 P2 less 3.4% state workload reduction One college was significantly off in its projections from P2 to P-Annual 10/11 FTES Goals are based on 2008/09 P-Annual (since SMCCCD is over cap)

Budget Incentives and Rules SMCCCD’s budget allocation allocates for growth in FTES Smoothes the allocation over 3 years using a rolling 3 year average Promotes growth and efficiency Colleges who are more efficient have more flexibility in their budgets Colleges who are less efficient have to put more of their budget into adjunct faculty

Budget Incentives and Rules Skyline College figured this out and put a lot of energy into educating their faculty Their productivity, already high, skyrocketed Some of this was due to the economy, but much is due to their faculty and appropriate scheduling

Budget Incentives and Rules Allocation does not account for over-cap FTES CSM is closest to its goals and may benefit from that with more budget flexibility, however, Board wants the District to serve as many students as we can within the available resources

Official Census Day Monday, February 8, 2010 Cañada CSM Skyline SMCCCD OverviewCountChangeCountChangeCountChangeCountChange Course Enrollments17, %28,1812.9%26,3581.9%72,3264.5% College Headcounts7,4965.9%11,6792.4%10,1460.4%29,3212.6% FTES*2,2857.0%4,0442.8%3,7177.0%10,0465.3% Load** %5824.0% %6128.5% Sub-PopulationsCountChangeCountChangeCountChangeCountChange First-Time % % %1, % First-Time Transfer4443.3%9590.8% %2, % Returning % % %2, % Returning Transfer % % %1, % Concurrent K % %2780.0%1, %

Side Bar Who owns the data? Who reports? When do you freeze and capture the data? 320 Report determines funding

Banner Upgrade Moved to Banner 8 in March Banner reports 200 fewer FTES for Spring Task force reviewing Deadline is P-Annual

Calendar Compressed schedule Multiple short sessions in summer 2 5-week sessions 1 10-week session 1 12-week session Can increase FTES considerably

Calendar New addendum to Attendance Accounting Manual System Office » Divisions » Finance & Facilities » Fiscal Services » Allocation Section» Student Attendance Accounting Manual

Measuring WSCH How you schedule your classes makes a difference Clock hours Contact Hours Credit Hours Carnegie units Faculty pay

Meaning of an Hour Clock Hours: Any 60 minute increment, usually measured in 5 minute blocks such as 9:10 to 10:25 Contact Hours: 50 minutes for state attendance accounting purposes No session can be less than one contact hour No more than one contact hour per clock hour The 10 minute difference is used for passing time or breaks in a longer class

Meaning of an Hour Credit Hour Basis of earning units by a student Generally, 16 lecture contact hours equals 1 unit The assumption is there are 2 hours outside of class for every hour in class Lab courses have 48 contact hours per unit

Meaning of an Hour Carnegie Unit Title V One credit hour of community college work (one unit of credit) requires a minimum of 48 hours of lecture, study, or laboratory work at colleges operating on the semester system or 33 hours of lecture, study or laboratory work at colleges operating on the quarter system.

Meaning of an Hour Faculty pay May be based on a salary, regardless of assignment May be based on percentage of a defined full-time load May be based on contact hours May be based on clock hours

Measuring Productivity WSCH per FTEF How do you measure faculty? Load while in the classroom FTEF in total Differences in measuring full and part-time What about released/reassigned time? What about faculty that are underloaded? What about counselors/librarians who teach?

Measuring Productivity Compare what each full-time faculty member is assigned to do in HR/finance to what she or he actually does in the classroom. Review all released/reassigned time. Emphasize hiring teaching faculty.

Productivity NameFallSpringTotalHR AssignDifference Jones, James Smith, Mary Total

Productivity FTESWSCHFTEFProductivity

Projecting Costs A FTES Goal B Convert to WSCH C WSCH /FTEF Prod. Goal D # FTEF Full time Fac needed E FTEF Full time Fac Avail F # FTEF PT Fac Needed G Average cost per PT FTEF H Total PT Fac Budget 4,000 Given 60,000 A* Given B/C Given D-E $44,000 Given $2,916,571 F*G

Scenario Assume that your chancellor asks you to tell her how much revenue is produced by an English 1A section which has an enrollment of 20 students, meeting 3 hours per week for the fall semester. Furthermore your chancellor asks you..what is the break even point for this class in terms of revenue and expense.

Marginal Revenue for a class of students meeting 3 hours per week = 60 WSCH for 17.5 weeks = 1050 SCH ÷ 525 hrs/FTES = 2 FTES times $4,596 per FTES = $9,192

Cost for a Class of 20 Full load for English is 10 classes/year One class is 10% of full load Average cost per FT faculty with benefits = $7,700 Average cost per PT faculty with benefits = $5,335 Direct Overhead = 10%

Break-Even Points # of StudentsRevenueAdjunct CostFull-time Cost 1 $ 460 $ 5,637 $ 8,079 2 $ 919 $ 5,637 $ 8,079 3 $ 1,379 $ 5,637 $ 8,079 4 $ 1,838 $ 5,637 $ 8,079 5 $ 2,298 $ 5,637 $ 8,079 6 $ 2,758 $ 5,637 $ 8,079 7 $ 3,217 $ 5,637 $ 8,079 8 $ 3,677 $ 5,637 $ 8,079 9 $ 4,136 $ 5,637 $ 8, $ 4,596 $ 5,637 $ 8, $ 5,056 $ 5,637 $ 8, $ 5,515 $ 5,637 $ 8, $ 5,975 $ 5,637 $ 8, $ 6,434 $ 5,637 $ 8, $ 6,894 $ 5,637 $ 8, $ 7,354 $ 5,637 $ 8, $ 7,813 $ 5,637 $ 8, $ 8,273 $ 5,637 $ 8, $ 8,732 $ 5,637 $ 8, $ 9,192 $ 5,637 $ 8,079

Break-Even Points

Other Considerations Apportionment (Base) revenue is typically 90% of total unrestricted GF revenue Instruction is typically 50% of total unrestricted GF costs

Break Even Points with All Costs

Communicating Revenue per credit FTES: $4,596 Average cost per PT FTEF: $44,000 Assume 20,000 FTES and 525 productivity and 400 regular faculty Adjunct cost $7,542,857 At 535 productivity Adjunct cost $7,072,897 Savings of ≈ $480,000 in adjunct costs OR Additional revenue of over $1.7 million

ABCDEFGH WSCH /FTEF # FTEF Fac# FTEF Average Cost 1310 Budget FTES Goal Convert to WSCH Prod GoalNeeded FT Fac Avail PT Fac Needed per PT FTEFNeeded 20, , $44,000 $7,542,857 20, , $44,000 $7,072,897 Savings in adjunct costs $469,960 20, , $44,000 $7,542, times $4596 per FTES Additional revenue $1,750,857

Communicating = Changing What is the difference between 525 and 535? 525 WSCH per FTEF is a class size of WSCH per FTEF is a class size of 35 ⅔. Take 1 more student -- NO!!

Communicating = Changing SIMPLY KEEP EVERY STUDENT THAT SHOWS UP ON THE FIRST DAY OF CLASSES!