2. College of the Sequoias
Final Budget
September 10, 2018

3. Final Budget California Budget for Community Colleges 2018-19:
New Student Centered Funding Formula uses three components:
70% of funding is based on FTES (+ base allocations)
20% of funding is based on Equity (Supplemental Allocation)
# of Pell Grant students
# of College Promise (BOG) students
# of AB 540 students (Dream Act)
10% is based on Student Success (7 criteria, with bumps for Pell/BOG)
Associates Degrees
Baccalaureate degrees = sub category
Associate Degrees for Transfer
Credit Certificates (18+ units)
9 or more CTE Units
Transfers to 4-year Institutions
Transfer Level English and Math Completion
Attained a Regional Living Wage
These components will move to 60% FTES, 20% Equity, and 20% Success in two years

4. Final Budget Includes a base allocation for COS of $7.831M
2.71% COLA = approximately $1.7M for COS ongoing
Growth/Access funds (1.71% for COS, but actually uncapped) = final budget reflects growth of 549 over adopted budget
Over $2M for COS
Includes a base allocation for COS of $7.831M
that base allocation includes an extra $1.2M for reaching 10,000 mid-size college
Additional State Revenues since Tentative Adopted Budget = $6.08M (state allocation)
Overall increase for COS = 13.71% state allocation increase

5. Final Budget Final Budget built on 10,153.59 funded FTES
Under new funding formula the state uses FTES in different manners for funding component calculations
State uses prior year FTES (10,337) to calculate our Basic Funding (Mid-size college, etc.), but also allows for 3-year hold harmless
State uses three years’ average prior FTES to calculate our Credit FTES for (10,153.59)
Plant Maintenance & Instructional Support one-time =$256K
This allows a budget of only $128K each for scheduled maintenance and instructional equipment
$411K for one-time Guided Pathways funds in
$1.25M for COS over five years
$342K was received in 17-18, and has been carried over to
to support development of an integrated approach to student success through a Guided Pathways framework

6. Final Budget College Promise Funds = $414K ongoing
Prop 39 Energy Efficiency - Year 5 was carried over from = $269K for COS
Only a couple more Prop 51 bond facility projects were approved; COS Basic Skills Building was not one of them.
Since COS will not receive funds for Basic Skills Building in , it will fall back to compete with 39 other CC projects for state funds
It should compete well, however, there may be a move at the state level to primarily fund health and safety projects, and to expect CC’s to raise any other construction funds locally
COS Administration will continue to monitor, and may begin preliminary research into a future bond, or into local funding for a building renovation of Buckeye building
The move of the I&T programs from the Buckeye building to the TCC Downtown annex occurred summer 2018

7. Final Budget PERS/STRS increased costs:
increased costs of $844K were budgeted last year in advance
increased costs of $884K and increased costs of $665K are both budgeted in advance, and are included in the final adopted budget.
This leaves only $397,800 annual ongoing expense to cover to reach full funding
Student Success and Support (SSSP), Student Equity (SEP), and Basic Skills are all now combined in the Student Equity and Achievement Program (SEAP); are budgeted almost equal to prior year funding
Strong Workforce Program (SWP) regional allocation is approximately $650K, and local allocation is approximately $1.26M.
Similar allocation received in prior year, and to be received in following year
The CC’s have three years to spend each allocation 

8. PERS & STRS Increased Employer Costs
Fiscal Year
New total salaries
STRS creditable earnings
STRS Employer % Rate
STRS increase
STRS increased cost
STRS Accumulated increased cost from FY15
PERS creditable earnings
PERS Employer Rate
PERS increase
PERS increased cost
PERS Accumulated increased cost from FY15
Total Annual Increase
2014/2015
34,450,471
19,166,938
8.88
0.0063
120,752
11,288,373
37,139
157,890
2015/2016
37,263,295
20,513,374
10.73
0.0185
379,497
500,249
12,061,443
9,529
46,667
389,026
2016/2017
41,960,918
22,755,902
12.58
420,984
921,233
14,150,730
288,392
335,059
709,376
2017/2018
44,281,096
24,631,825
14.43
455,689
1,376,922
14,987,832
246,250
581,309
701,939
2018/2019
44,680,350
24,843,430
16.28
459,603
1,836,526
15,175,482
384,091
965,401
843,695
2019/2020
45,079,604
25,055,034
18.13
463,518
2,300,044
15,363,131
420,643
1,386,043
884,161
2020/2021
45,478,858
25,266,639
19.10
0.0097
245,086
2,545,130
15,550,780
419,871
1,805,914
664,957
2021/2022
45,878,112
25,478,244
15,738,430
173,123
1,979,037
2022/2023
46,277,366
25,689,848
15,926,079
111,483
2,090,520
2023/2024
46,676,620
25,901,453
16,113,729
80,569
2,171,088
2024/2025
47,075,874
26,113,057
16,301,378
32,603
2,203,691
4,748,821

9. Enrollment Management - FTES
FTES per Final CCFS 320 – used for COS Basic Allocation, and for credit FTES allocation :
FTES
Actual Hours of Attendance
Weekly Attendance Method
Indep
Weekly Attdc Meth
Daily Attendance Method
Indep Daily Attdc Method
Total
Summer 2017 62
117 36
215
Fall 2017
497
3,848
344 89
116
4,894
Spring 2018
539
3,500
317 92
136
4,584
Summer 2018 4
391
161
556
TOTAL
10,249
Shift from session 2 summer 2017 88
10,337

10. FTES Update Historical Perspective
Year
Actual FTES
Funded FTES
8,419.17
8,506.82
8,510.76
8,620.16
7,582.27
8,929.55
8,209.56
10,160.04
9,042.35
10,614.57
8,696.69
10,561.93
8,945.00
9,033.30
8,261.13
8,646.55
8,466.31
9,448.98
8,713.55
8,868.90
9,430.28
9,700.21
10,337.26
10,337.00?
10,153.59?

11. Fiscal Solvency Projections
Step and Column Costs (Cost of 1% = information only)
Note: negotiated salary increases of 6.5% are included in the final adopted budget for each group
Description
COSTA
CSEA
COSAFA
Mgt/Conf
Total
Cost – Step and Column (Unrestricted)
214,500
218,800
58,000
491,300
Cost of 1% (Unrestricted Only)
217,800
95,300
44,700
61,600
419,400
Cost of 1% (Combined)
240,900
135,750
48,000
76,200
500,850

12. Fiscal Solvency Projections
Assume 0% growth for in FTES, Equity, & Success
Assume 1% COLA for = $678,000 ongoing
+/-Other SCFF adjustments (FTES now 65%, Success now 15%)
= $1.22M new revenues (pg 13 of budget book)
Assume 0% growth for in FTES, Equity, & Success
Assume 1% COLA for = $690,000 ongoing
- Other SCFF adjustments (FTES now 60%, Success now 20%)
= $542.5K new revenues (pg 13 of budget book)

13. Projected Budget - Fiscal Solvency Plan Unrestricted Only 2
Projected Budget - Fiscal Solvency Plan Unrestricted Only 2.71% COLA and 0 Growth estimated for % COLA and 0 Growth estimated for % COLA and 0 Growth estimated for 20-21
Description
State Allocation
67,816,778
69,038,708
69,581,233
Local and Federal Funds
3,148,019
3,148,000
Total Revenue
70,964,797
72,186,708
72,729,233
Expenditures (GF 1000 to 7000)
65,863,253
66,874,540
Step/Column
492,000
Utilities/insurance/other augmentations
200,000
Savings from GFU retirees (estimate 4)
(405,000)
(405,000)?
Cost of estimated 6 New Faculty
551,164
571,800?
Cost of PERS/STRS Incr (budget 2 yrs advance)
173,123
111,483
Budget Augmentations
Total Expenditures
67,844,823
Structural Surplus/(Deficit) projected
5,101,544
5,312,168
4,884,410

14. Goal 1: Increase Student Enrollment
Links between Resource Allocations & District Goals/Objectives
Goal 1: Increase Student Enrollment
District Objective 1.1: Increase overall enrollment by 1.75% annually
Fifteen Full-Time Faculty, one Full-Time Categorically-funded Faculty
Increase Budget for Instructional Aids-Large Lecture ($7,000)
Discretionary Budget Augmentations for many Academic Services Departments ($65,000)
Increase PE/Athletics Funds for Equipment & Supplies ($24,000)
Admissions and Records Equivalence Specialist ($75,000)
Admissions and Records Clerical Assistant ($46,000)
Increase Funding for Ambassador Program at Welcome Center ($30,000)
Financial Aid to Support Printing Costs of Student Information ($10,000)

15. Links between Resource Allocations & District Goals/Objectives
Goal 2: Improve the Rate at Which Students Complete Degrees, Certificates, and Transfers
District Objective 2.1: Increase the percentage of students who earn an associate degree or certificate
District Objective 2.2: Increase the number of students who transfer to four-year institutions
District Objective 2.3: Increase the percentage of students who complete transfer-level English and math
Fifteen new Full-Time Faculty, one Full-Time Categorically-funded Faculty
New Associate Dean of Educational Support Services ($159,543 – due to BSSOT early end-of-grant)
New Full-time Piano Accompanist-from half-time ($49,800)
New Data Steward (TracDat, data audits, reporting, etc.) ($92,000; 50% GFU and 50% categorical)
District Objective 4.1: Data driven decision making
Increase Budget for Instructional Aids-Large Lecture ($7,000)
Writing Center Instructional Aids-Saturday Service ($3,168)
District Objective 3.1 and 3.2: Increase the placement rates into transfer level English and Math, and who complete transfer level English and math within their first year

16. Links between Resource Allocations & District Goals/Objectives
Goal 2: Improve the Rate at Which Students Complete Degrees, Certificates, and Transfers, continued
Writing Center Instructional Aids – Extended Weekday Service ($3,680)
District Objective 3.1 and 3.2: Increase the placement rates into transfer level English and Math, and who complete transfer level English and math within their first year
Discretionary Budget Augmentations for Many Academic Services Departments ($65,000)
Tulare Downtown Annex – Utilities and Upkeep Costs for Moving CTE Courses to new location ($53,000)
District Objective 2.4: Increase the percentage of CTE students who achieve their employment objectives
Senior Instructional Specialist – Math Lab Coordinator ($90,000 now GFU)
New Associate Dean of Educational Support Services ($159,543 – due to BSSOT early end-of-grant)
District Objective 3.1 and 3.2: Increase the placement rates into transfer level English and Math, and the percentage of students who complete transfer level English and math within their first year
Discretionary Budget for Dean of Educational Support Services ($7,000)

17. Admissions and Records Equivalence Specialist ($75,000)
Links between Resource Allocations & District Goals/Objectives
Goal 2: Improve the Rate at Which Students Complete Degrees, Certificates, and Transfers, continued
Educational Support Secretary ($80,252 – due to BSSOT early end-of-grant)
Admissions and Records Equivalence Specialist ($75,000)
District Objective 2.2: Increase the number of students who transfer to four-year institutions
Admissions and Records Clerical Assistant ($46,000)
Move ESL professional expert to Classified Position ($6,547)
NCCER Administrative Management Costs for Electrician Training ($3,500)
District Objective 2.4: Increase the percentage of CTE students who achieve their employment objectives
Financial Aid Budget to Support Printing Costs of Student Information ($10,000)
PTA Secretary Budget into GFU FTE ($52,000)
Above Base Resource Request funds ($50,000) – increases annual budget
District Objective 4.2: Improve organizational effectiveness by strengthening operations of District Departments

18. Links between Resource Allocations & District Goals/Objectives
Goal 3: Strategically tailor and implement academic programs and student services programs that meet the unique needs and demands of students and the workforce
District Objective 3.1: Increase the placement rates into transfer level English and Math
District Objective 3.2: Increase the percentage of students who complete transfer level English and math within their first year
Fifteen Full-Time Faculty, one Full-Time Categorically-funded Faculty
District Objective 3.1: Reduce achievement gap of disproportionately impacted student groups annually (per SEP)
New Associate Dean of Educational Support Services ($159,543 – due to BSSOT early end-of-grant)
New Full-time Piano Accompanist-from half-time ($49,800)
New Data Steward (TracDat, data audits, reporting, etc.) ($92,000; 50% GFU and 50% categorical)
District Objective 4.1: Data driven decision making
Tulare Annex – Utilities and Upkeep Costs for Moving CTE Courses. ($53,000)
District Objective 2.4: Increase the percentage of CTE students who achieve their employment objectives
LRC Costs to Continue Saturday pilot Program ($20,317)
Writing Center Instructional Aids-Saturday Service ($3,168)

19. Links between Resource Allocations & District Goals/Objectives
Goal 3: Strategically tailor and implement academic programs and student services programs that meet the unique needs and demands of students and the workforce
Writing Center Instructional Aids – Extended Weekday Service ($3,680)
Business & Welding Lab Aids Budgets from VTEA to GFU ($23,835)
Senior Instructional Specialist – Math Lab Coordinator ($90,000 now GFU)
Assistant Athletic Trainer .5 FTE to 1.0 FTE
Educational Support Secretary ($80,252 – due to BSSOT early end-of-grant)
(Placeholder) New Research Analyst/possibly combine with Data Steward ($105,000)
District Objective 4.1 Increase the use of data for decision-making at the District and dept/unit level
College Nurse for Centers and Nights/Weekends ($100,000)
Move ESL professional expert to Classified Position ($6,547)
Discretionary Budget Outcomes & Assessments/Curriculum Coordinator ($4,000)
Discretionary Budget Dual Enrollment Director ($4,000)
Auto – Shop Supplies ($5,000)
AAC DHH Transfer Salary to be Covered by GFU ($80,000) = increased District match, leads to increased funding and avoids deficit
Above Base Resource Request funds ($50,000) – increases annual budget
District Objective 4.2: Improve organizational effectiveness by strengthening operations of District Departments
ADA compliant accessible desk inventory ($35,000 one-time)

20. Links between Resource Allocations & District Goals/Objectives
Goal 4: Engage in Best Practices and Staff Development to Sustain Effective Operational Systems for Institutional Assessment and Continuous Improvement:
District Objective 4.1: Improve operational systems based upon data driven decision- making as described in the COS 2.0 manuals
District Objective 4.2: Improve the efficiency, effectiveness and communication of human, physical, technological, and financial resources to advance the District Mission
District Objective 4.3: Increase professional development opportunities for and participation of District employees in support of improving operational effectiveness
New Infrastructure & Security Technology Manager ($150,000)
District Objective 4.2: Improve organizational effectiveness by strengthening operations of District Departments
New .6 FTE Manager-Purchasing & Business Support ($48,000 – offset by rental revenues)
New Data Steward (TracDat, data audits, reporting, etc.) ($92,000; 50% GFU and 50% categorical)
District Objective 4.1: Data driven decision making
Annual Software Maintenance Costs for New Door Locking Software ($5,271)

21. Links between Resource Allocations & District Goals/Objectives
Goal 4: Engage in Best Practices and Staff Development to Sustain Effective Operational Systems for Institutional Assessment and Continuous Improvement:
New Compliance Requirements for Debt Reporting – Contract Services ($2,000)
Property and Liability Insurance Annual Premium Increase ($55,000)
Financial Aid Annual Training for COS Staff ($5,000)
District Objective 4.3 Increase professional development opportunities for District employees in support of improving operational effectiveness
Increase Student Worker Budget by $1 per Hour due to Minimum Wage Increase ($63,500)
Refinance COP from 16 Years to 10 Year + Lower Percentage to Save $1.1M; $600k Net ($52,000)
Student Help Assisting Accounts Payable Scan Monthly Documents ($7,000)
Travel/Conference Necessary Training for Technology Staff ($6,000)
(Placeholder) New Research Analyst/possibly combine with Data Steward ($105,000)
District Objective 4.1 Increase the use of data for decision-making at the District and department/unit level
Microcomputer Specialist .5 FTE to 1.0 FTE ($55,500)

22. Links between Resource Allocations & District Goals/Objectives
Goal 4: Engage in Best Practices and Staff Development to Sustain Effective Operational Systems for Institutional Assessment and Continuous Improvement:
Pool Technician .5 FTE ($20,000)
Cashier .5 FTE to 1.0 FTE ($38,300)
Food Services Assistant Manager ($42,000 GFU, remainder from Food Services Fund)
Alertus Emergency Notification Software ($6,200)
Portion of Student Services Dean Salary now out of GFU from WIA ($9,945)
Increase Tech Supplies budget ($3,000)
Short-term Staff or Student Help for Annual Computer Refresh ($10,000)District
Tech Services Annual Software Cost Increases ($20,000)
Facilities Annual Costs of Vehicle Replacement ($5,000)
Annual Computer Refresh Budget ($270,000) – frees up Instructional Support funding for Instructional Equipment, etc.
Objective 4.2: Improve organizational effectiveness by strengthening operations of District Department
Above Base Resource Request funds ($50,000) – increases annual budget
District Objective 4.2: Improve organizational effectiveness by strengthening operations of District Departments
Annual Facility Improvement Projects on all three campuses ($110,000)

23. Categorical/Restricted Programs
Major Categorical Program
Revenues
Revenues
Basic Skills/Basic Skills Transformation
$850,335
$832,075
BFAP Financial Aid
$449,128
$463,714
EOP&S
$1,237,422
$1,304,904
CARE & NextUP
$235,938
$385,498
DRC /AAC
$1,112,289
$1,144,602
CalWorks
$538,425
$540,616
Student Success
$3,117,305
Student Equity
$1,432,894
Adjunct Parity
$252,803
$209,451
Strong Workforce Regional & Local
$1,911,337
Scheduled Maintenance/Inst’l Equipment
$595,902
$256,000
Guided Pathways
$342,348
$410,818
College Promise
$413,979
Total
$12,076,126
$12,423,193

24. Farm Budgets: Agriculture Instruction Funds
Title
Salary & Benefits
40000 Supplies
50000 Services
60000 Capital Outlay
Total Expense
88000 Local Revenue
Net Surplus (Deficit)
Restricted Lottery
Ag Overhead
60,000
4,000
20,000
2,000
86,000
1,000
(85,000)
2,250
Ag Technology
175
2,100
500
2,775
(2,775)
Beef
1,600
5,450
600
7,650
5,000
(2,650)
Equine
12,350
18,750
13,350
44,450
14,500
(29,950)
15,500
Sheep
3,600
3,225
625
7,450
3,500
(3,950)
Swine
825
8,400
450
9,675
(6,175)
Ornamental Horticulture
18,450
6,100
975
25,525
6,500
(19,025)
1,250
Plant Science
Total AG Instr Funds
97,175
50,125
37,000
186,300
34,000
(152,300)
33,000

25. Farm Budgets: Farm Funds
Title
40000 Supplies
50000 Services
60000 Capital Outlay
Total Expense
88000 Local Revenue
Net Surplus (Deficit)
Alfalfa
10,000
40,000
50,000
138,000
88,000
Crops
17,500
130,000
147,500
238,000
90,500
Dairy
14,000
94,800
80,800
Almonds
80,000
(80,000)
Farm Overhead
5,000
69,000
4,000
78,000
(78,000)
Residence
12,000
28,000
16,000
Total Farm Funds
32,500
265,000
84,000
381,500
437,800
117,300
Total Farm
567,800
532,800
(35,000)
Almond expense will be capitalized at year end, this gives authority to purchase.

26. Other Funds Farm Special Reserve 5,000 Linwood Reserve
Title
50000 Services
60000 Capital Outlay
70000 Other Outgo
Total Expense
86000 State Revenue
88000 Local Revenue
Total Revenue
Net Surplus (Deficit)
Farm Special Reserve
5,000
Linwood Reserve
Capital Projects
551,172
4,012,334
4,563,506
546,573
30,000
576,573
(3,986,933)
Hispanic Serving Inst
6,815
10,000
3,185
Banked Leave
2,500
7,500
Hanford GO Debt Serv
266,015
123,985
390,000 -
Hanford GO Debt Serv #2
128,244
405,000
533,244

27. Other Funds Title- 50000 Services 60000 Capital Outlay
70000 Other Outgo
Total Expense
86000 State
88000 Local Revenue
Total Revenue
Net Surplus (Deficit)
Hanford GO Debt Serv #C
524,250
25,000
549,250 -
Visalia GO Debt Serv
522,848
282,153
805,001
Visalia GO Debt Serv #2
232,500
Visalia GO Debt Serv #3
20,177
14,823
35,000
Visalia GO Debt Serv #D
751,544
55,000
806,544

28. Other Funds Title 50000 Services 60000 Capital Outlay
70000 Other Outgo
Total Expense
86000 State
88000 Local Revenue
Total Revenue
Net Surplus (Deficit)
Tulare GO Debt Serv
524,187
320,813
845,000 -
Tulare GO Debt Serv #2
178,625
270,000
448,625
Tulare GO Debt Serv #3
63,075
65,000
128,075
Tulare GO Debt Serv #4
127,900
50,000
177,900
Tulare GO Debt Serv #E
572,850
40,000
612,850

29. Notes: Closing books 2017-18 Description
Additional Revenues, Funds, or Transfers
YE Fund Balance and %
Actual FTES over budgeted = additional revenue
10,337 final – 9788 adopted = 549 FTES
2,772,000
Prefunding of PERS/STRS increased costs two years in advance
1,614,000
Reaching Mid-Size College Status
1,200,000
June Board Meeting – Board approved moving funds out to Capital Projects Fund (1.67M used for Basic Skills Match, 121K for food services renovation)
(1,841,000)
June Board Meeting – moved funds for five approved GFU projects to Capital Projects Fund
(1,261,000)
End of Year - Portions of General Fund Unrestricted District budgets go unspent each year (comprised of over 1,000 account lines) $773K at close
$316K is approved carryover - 6 projects + other dept requests
$772,800
Net falling to Fund Balance at close of books (unspent)
3,256,800
32%/30%
Ending Fund Balance/Ending Fund Bal net of Prepaids & C/O
19,832,851
18,480,976

30. FINAL Budget Presented for Board Approval
Final Adopted Budget
Questions?
Comments?
FINAL Budget Presented for Board Approval