The document outlines the timeline and key aspects of the proposed Fiscal Year 2019 budget for public higher education in Massachusetts. It recommends a total budget request of $8.2 million over FY2018, including increases to financial aid programs and the Performance Incentive Fund, and decreases to certain administrative line items. The budget would represent a net increase of 2% over the FY2018 budget.
An update on the work being done to develop a state university funding formula, presented by Deputy Commissioner Sean Nelson at the June 16, 2015 Board of Higher Education Meeting
Includes:
- Role of MA Department of Higher Education in workforce development presented by David Cedrone, Associate Commissioner for Economic and Workforce Development
- Update on Workforce Innovation and Opportunity Act (WIOA) state plan by Jennifer James, Director of Massachusetts Workforce Skills Cabinet
- Campus execution of Nursing Workforce Plan presented by Cloria Harris Cater, Associate Professor at Simmons College School of Nursing, Linda McKay, Professor and Chairperson of Department of Nursing at Fitchburg State University, and Ellen Santos, Director of Practical Nursing at Assabet Valley Regional Technical School
Year in review of the Department of Higher Education's work, presented by Commissioner Richard Freeland at the June 16, 2015 Board of Higher Education meeting.
GEAR UP Massachusetts provides college preparation services to around 7,000 low-income middle and high school students across the state. The program aims to increase college enrollment, knowledge of financial aid, and academic achievement among participants. Key initiatives include partnering with the Go Higher! campaign to promote college-going, research finding GEAR UP students are nearly 4 times more likely to enroll in college, and hosting Massachusetts College Application Celebrations to support students completing college applications. The director presented on the program and its goals of closing achievement gaps and increasing college access for underserved youth.
Presented by Carlos E. Santiago, Commissioner, Massachusetts Department of Higher Education, at the June 20, 2017 meeting of the Massachusetts Board of Higher Education.
The document outlines the timeline and key aspects of the proposed Fiscal Year 2019 budget for public higher education in Massachusetts. It recommends a total budget request of $8.2 million over FY2018, including increases to financial aid programs and the Performance Incentive Fund, and decreases to certain administrative line items. The budget would represent a net increase of 2% over the FY2018 budget.
An update on the work being done to develop a state university funding formula, presented by Deputy Commissioner Sean Nelson at the June 16, 2015 Board of Higher Education Meeting
Includes:
- Role of MA Department of Higher Education in workforce development presented by David Cedrone, Associate Commissioner for Economic and Workforce Development
- Update on Workforce Innovation and Opportunity Act (WIOA) state plan by Jennifer James, Director of Massachusetts Workforce Skills Cabinet
- Campus execution of Nursing Workforce Plan presented by Cloria Harris Cater, Associate Professor at Simmons College School of Nursing, Linda McKay, Professor and Chairperson of Department of Nursing at Fitchburg State University, and Ellen Santos, Director of Practical Nursing at Assabet Valley Regional Technical School
Year in review of the Department of Higher Education's work, presented by Commissioner Richard Freeland at the June 16, 2015 Board of Higher Education meeting.
GEAR UP Massachusetts provides college preparation services to around 7,000 low-income middle and high school students across the state. The program aims to increase college enrollment, knowledge of financial aid, and academic achievement among participants. Key initiatives include partnering with the Go Higher! campaign to promote college-going, research finding GEAR UP students are nearly 4 times more likely to enroll in college, and hosting Massachusetts College Application Celebrations to support students completing college applications. The director presented on the program and its goals of closing achievement gaps and increasing college access for underserved youth.
Presented by Carlos E. Santiago, Commissioner, Massachusetts Department of Higher Education, at the June 20, 2017 meeting of the Massachusetts Board of Higher Education.
Carlos Santiago, Senior Deputy Commissioner for Academic Affairs, presented the first half of this presentation on Academic Transfer pathways.
Dale Allen, Vice President for Community Engagement at Quinsigamond Community College and Phil Sisson, Provost/Vice President of Academic & Student Affairs at Middlesex Community College presented the second half of this presentation on Guided Pathways to Success.
This was presented at the March 10, 2015 Board of Higher Education meeting.
For more information, please visit www.mass.edu.
Analysis of estimated undergraduate enrollment in Massachusetts public colleges and universities, comparing the early estimates of fall 2015 enrollment with historic data. Presented to the Massachusetts Board of Higher Education on October 27, 2015.
The document outlines a proposed Commonwealth Commitment program in Massachusetts to increase college access, affordability, and degree completion. It proposes guaranteed admission and a fixed tuition price for students who complete an associate degree through one of 16 eligible Massachusetts Transfer Pathway programs and then transfer to a Massachusetts public 4-year university. The program would start in Fall 2016 with 6 programs and expand to 16 programs in Fall 2017. It aims to incentivize full-time enrollment and help meet the state's projected shortfall of bachelor's and associate degree holders. Key aspects of the proposal discussed include eligible majors, transfer timelines, academic standards, engagement models with UMass campuses, proposed costs and discounts, and potential benefits to students and the state
Presented to the Board of Higher Education and Board of Elementary and Secondary Education at the joint meeting on January 26, 2016 at Roxbury Community College.
Presented to the Board of Higher Education by Susan Lane, Senior Advisor to the Commissioner for P16 Access & Alignment Policy, and Jeff Wulfson, Deputy Commissioner of the Department of Elementary and Secondary Education
The document summarizes collaboration between the Massachusetts Boards of Elementary and Secondary Education and Higher Education to better align K-12 and postsecondary education. It outlines several joint projects, including defining college and career readiness, raising awareness of college opportunities, and providing K-12 schools with data on student outcomes. It also discusses development of a next-generation state assessment to better measure readiness for college and careers, including field testing the PARCC assessment and studies to evaluate its quality, rigor, and efficacy. The boards will use results of these studies to inform their decisions about adopting PARCC.
This document discusses reforms for public secondary education in Oyo State, Nigeria. It outlines the current challenges facing the education sector including inadequate infrastructure, large class sizes, and poor funding. Alternative management models are proposed to address these issues through public-private partnerships. These models would see private partners providing services like teacher training, facilities maintenance, and infrastructure development for a small number of public schools while the government retains control over educational standards and policy. The goals are to improve education quality and access through more efficient management and increased investment in schools.
Presented at the joint meeting of the Boards of Higher Education and Elementary and Secondary Education on January 26, 2016 at Roxbury Community College.
This document outlines COVID-19 transition and recovery strategies and priorities for the North Carolina State Board of Education and Department of Public Instruction. It discusses goals to eliminate opportunity gaps, improve school performance, and increase educator preparedness by 2025. Key strategies addressed include statewide learning challenges, whole child support, workforce development, connecting students to post-secondary options, and modernizing school business systems. Specific initiatives proposed include expanding reading and math support, increasing student support staff, supporting career and technical education, and improving teacher recruitment and compensation.
Presented by Chris Gabrieli, chair of the Massachusetts Board of Higher Education, at the Massachusetts Early College Initiative launch event on March 23, 2017. #ecil17
Event sponsors: Massachusetts Executive Office of Education, Department of Higher Education, Department of Elementary & Secondary Education
Event partners: MassINC, Massachusetts Business Roundtable, Rennie Center, Jobs for the Future
WestEd Leandro Report: Teachers and School LeadersAnalisa Sorrells
The document provides an overview of recommendations from the WestEd Action Plan and the Governor's Commission on Access to Sound Basic Education to strengthen the teaching and principal workforces in North Carolina. There is general alignment between the two sets of recommendations, with some differences in specifics. The WestEd plan includes more detailed recommendations regarding funding amounts, timelines, eligibility requirements, and data/evaluation components. The Commission's recommendations in some cases call for broader reforms or applicability across different regions or certification areas. Both aim to improve teacher and principal preparation programs, increase compensation, support new teachers and principals, and expand professional learning opportunities.
WestEd Leandro Report: Early Childhood EducationAnalisa Sorrells
Here are the key next steps I see based on the document:
- Work to gain support from key stakeholders like educators, families, policymakers to enact recommended changes to assessment and accountability systems. Buy-in will be important for successful implementation.
- Address potential barriers like cost of expanding assessments, data collection, accountability metrics. Additional funding may be needed.
- Pilot recommended changes on a small scale first before statewide rollout to identify and troubleshoot issues. An iterative process can help refine approaches.
- Provide guidance and professional development for educators on using new or revised assessments formatively to better support student learning. Changes will require adjustment in practices.
- Monitor progress regularly using the expanded accountability metrics and dashboard to ensure
Research, Policy & Evaluation: Complex Intersections: Navigating the Waters o...guestd83a57
This workshop examined the role of education policy and scholarly research in informing college access programs and how programs in turn influence the direction of the research community.
The document summarizes results from the December 2019 Restart Annual Report. It shows that of the 107 Restart schools in Cohorts 1 and 2 that submitted reports:
- 21 schools (20%) were above expectations, achieving academic gain and meeting growth targets.
- 65 schools (60%) were meeting expectations, meeting one of seven academic gain scenarios.
- 21 schools (20%) were below expectations, not meeting growth targets or seeing achievement decreases.
The report analyzes school performance on five academic gain components and flexibility outcomes. It provides observations and implications to help underperforming schools, such as focusing on subgroup growth and data-driven interventions. Support recommendations include feedback sessions, professional learning, and connecting Restart
The document summarizes Common Core implementation in California and the role of classified leaders in supporting the transition. It discusses where the state is at with Common Core and Smarter Balanced assessments, and the role of classified leaders in areas like technology, facilities, budgeting and personnel. It also provides an overview of the Local Control Funding Formula and Local Control Accountability Plans, which give local control over funding and set priorities for student outcomes.
The document proposes revisions to the program approval process for public higher education institutions in Massachusetts. Key changes include:
1. Requiring institutions to indicate how new program proposals align with their strategic plan in their letter of intent.
2. Circulating letters of intent to the Advisory Committee on Academic Programs and the Statewide Policy Committee for comment.
3. Having the Board of Higher Education review proposals to ensure alignment with system goals and consideration of factors like regional economic needs and affordable costs.
4. Establishing a timeline for implementing the new process starting in March 2017.
The document discusses a Board of Higher Education meeting about student hunger and homelessness in Massachusetts. It finds that over 1/3 of public colleges report increases in students using food pantries and experiencing food insecurity or homelessness over the past year. Many homeless students sleep in places like friends' couches, shelters, cars or 24-hour businesses. Both state-level actions and individual campus actions are working to address these issues and help students in need.
Carlos Santiago, Senior Deputy Commissioner for Academic Affairs, presented the first half of this presentation on Academic Transfer pathways.
Dale Allen, Vice President for Community Engagement at Quinsigamond Community College and Phil Sisson, Provost/Vice President of Academic & Student Affairs at Middlesex Community College presented the second half of this presentation on Guided Pathways to Success.
This was presented at the March 10, 2015 Board of Higher Education meeting.
For more information, please visit www.mass.edu.
Analysis of estimated undergraduate enrollment in Massachusetts public colleges and universities, comparing the early estimates of fall 2015 enrollment with historic data. Presented to the Massachusetts Board of Higher Education on October 27, 2015.
The document outlines a proposed Commonwealth Commitment program in Massachusetts to increase college access, affordability, and degree completion. It proposes guaranteed admission and a fixed tuition price for students who complete an associate degree through one of 16 eligible Massachusetts Transfer Pathway programs and then transfer to a Massachusetts public 4-year university. The program would start in Fall 2016 with 6 programs and expand to 16 programs in Fall 2017. It aims to incentivize full-time enrollment and help meet the state's projected shortfall of bachelor's and associate degree holders. Key aspects of the proposal discussed include eligible majors, transfer timelines, academic standards, engagement models with UMass campuses, proposed costs and discounts, and potential benefits to students and the state
Presented to the Board of Higher Education and Board of Elementary and Secondary Education at the joint meeting on January 26, 2016 at Roxbury Community College.
Presented to the Board of Higher Education by Susan Lane, Senior Advisor to the Commissioner for P16 Access & Alignment Policy, and Jeff Wulfson, Deputy Commissioner of the Department of Elementary and Secondary Education
The document summarizes collaboration between the Massachusetts Boards of Elementary and Secondary Education and Higher Education to better align K-12 and postsecondary education. It outlines several joint projects, including defining college and career readiness, raising awareness of college opportunities, and providing K-12 schools with data on student outcomes. It also discusses development of a next-generation state assessment to better measure readiness for college and careers, including field testing the PARCC assessment and studies to evaluate its quality, rigor, and efficacy. The boards will use results of these studies to inform their decisions about adopting PARCC.
This document discusses reforms for public secondary education in Oyo State, Nigeria. It outlines the current challenges facing the education sector including inadequate infrastructure, large class sizes, and poor funding. Alternative management models are proposed to address these issues through public-private partnerships. These models would see private partners providing services like teacher training, facilities maintenance, and infrastructure development for a small number of public schools while the government retains control over educational standards and policy. The goals are to improve education quality and access through more efficient management and increased investment in schools.
Presented at the joint meeting of the Boards of Higher Education and Elementary and Secondary Education on January 26, 2016 at Roxbury Community College.
This document outlines COVID-19 transition and recovery strategies and priorities for the North Carolina State Board of Education and Department of Public Instruction. It discusses goals to eliminate opportunity gaps, improve school performance, and increase educator preparedness by 2025. Key strategies addressed include statewide learning challenges, whole child support, workforce development, connecting students to post-secondary options, and modernizing school business systems. Specific initiatives proposed include expanding reading and math support, increasing student support staff, supporting career and technical education, and improving teacher recruitment and compensation.
Presented by Chris Gabrieli, chair of the Massachusetts Board of Higher Education, at the Massachusetts Early College Initiative launch event on March 23, 2017. #ecil17
Event sponsors: Massachusetts Executive Office of Education, Department of Higher Education, Department of Elementary & Secondary Education
Event partners: MassINC, Massachusetts Business Roundtable, Rennie Center, Jobs for the Future
WestEd Leandro Report: Teachers and School LeadersAnalisa Sorrells
The document provides an overview of recommendations from the WestEd Action Plan and the Governor's Commission on Access to Sound Basic Education to strengthen the teaching and principal workforces in North Carolina. There is general alignment between the two sets of recommendations, with some differences in specifics. The WestEd plan includes more detailed recommendations regarding funding amounts, timelines, eligibility requirements, and data/evaluation components. The Commission's recommendations in some cases call for broader reforms or applicability across different regions or certification areas. Both aim to improve teacher and principal preparation programs, increase compensation, support new teachers and principals, and expand professional learning opportunities.
WestEd Leandro Report: Early Childhood EducationAnalisa Sorrells
Here are the key next steps I see based on the document:
- Work to gain support from key stakeholders like educators, families, policymakers to enact recommended changes to assessment and accountability systems. Buy-in will be important for successful implementation.
- Address potential barriers like cost of expanding assessments, data collection, accountability metrics. Additional funding may be needed.
- Pilot recommended changes on a small scale first before statewide rollout to identify and troubleshoot issues. An iterative process can help refine approaches.
- Provide guidance and professional development for educators on using new or revised assessments formatively to better support student learning. Changes will require adjustment in practices.
- Monitor progress regularly using the expanded accountability metrics and dashboard to ensure
Research, Policy & Evaluation: Complex Intersections: Navigating the Waters o...guestd83a57
This workshop examined the role of education policy and scholarly research in informing college access programs and how programs in turn influence the direction of the research community.
The document summarizes results from the December 2019 Restart Annual Report. It shows that of the 107 Restart schools in Cohorts 1 and 2 that submitted reports:
- 21 schools (20%) were above expectations, achieving academic gain and meeting growth targets.
- 65 schools (60%) were meeting expectations, meeting one of seven academic gain scenarios.
- 21 schools (20%) were below expectations, not meeting growth targets or seeing achievement decreases.
The report analyzes school performance on five academic gain components and flexibility outcomes. It provides observations and implications to help underperforming schools, such as focusing on subgroup growth and data-driven interventions. Support recommendations include feedback sessions, professional learning, and connecting Restart
The document summarizes Common Core implementation in California and the role of classified leaders in supporting the transition. It discusses where the state is at with Common Core and Smarter Balanced assessments, and the role of classified leaders in areas like technology, facilities, budgeting and personnel. It also provides an overview of the Local Control Funding Formula and Local Control Accountability Plans, which give local control over funding and set priorities for student outcomes.
The document proposes revisions to the program approval process for public higher education institutions in Massachusetts. Key changes include:
1. Requiring institutions to indicate how new program proposals align with their strategic plan in their letter of intent.
2. Circulating letters of intent to the Advisory Committee on Academic Programs and the Statewide Policy Committee for comment.
3. Having the Board of Higher Education review proposals to ensure alignment with system goals and consideration of factors like regional economic needs and affordable costs.
4. Establishing a timeline for implementing the new process starting in March 2017.
The document discusses a Board of Higher Education meeting about student hunger and homelessness in Massachusetts. It finds that over 1/3 of public colleges report increases in students using food pantries and experiencing food insecurity or homelessness over the past year. Many homeless students sleep in places like friends' couches, shelters, cars or 24-hour businesses. Both state-level actions and individual campus actions are working to address these issues and help students in need.
The document discusses student learning outcomes assessment at public institutions in Massachusetts. It provides updates on goals and milestones achieved to date in developing a common assessment framework at the campus, state, and national level. Key accomplishments include strengthening campus assessment capabilities, establishing a task force for statewide oversight, and participating in a multi-state collaborative to assess student work using shared rubrics. Future goals include further institutionalizing assessment practices and integrating them with other state higher education initiatives.
The document discusses recent enrollment trends in Massachusetts public higher education, noting that total undergraduate enrollment has declined for the third consecutive year after peaking in 2013, with community colleges seeing the largest decreases. Enrollment varies between segments, with the University of Massachusetts seeing growth from international students. The profile of new undergraduate students in 2015 is also presented, showing over half enrolled at community colleges and most were in-state, white, and female.
Sean Nelson, Deputy Commissioner of Administration & Finance Fiscal and Administrative Policy, presented FY15 Budget Development at the Board of Higher Education Meeting on October 29, 2013.
This document provides an overview and summary of New Mexico Governor Susana Martinez's fiscal year 2016 executive budget recommendation. Some key points:
- The $6.2 billion budget is balanced and prioritizes investments in education, public safety, health care, and economic development.
- It allocates $68 million in new funding for K-12 education, including increases to teacher salaries and programs supporting struggling students.
- Other funding increases support higher education, public safety salaries, Medicaid, and initiatives to recruit and retain social workers.
- The budget is based on a revenue forecast expecting modest growth but remains uncertain due to volatility in oil and gas prices, which are a major source of state revenue.
Lancaster County Public Schools FY19 proposed budget presentation 022218Susie Cambria
The superintendent presented the proposed FY2019 budget to the school board. Key priorities included attracting and retaining high-quality staff by increasing salaries and maintaining competitive benefits, and maintaining appropriate student-teacher ratios for at-risk students. The proposed budget totals $16,859,039, a 3.58% increase over FY2018. This includes increases in instructional spending and maintaining competitive salaries and benefits for staff. Revenues are projected to increase 1.01% due to a slight increase in state funding and growth in local funding, though some federal funding is projected to decrease slightly.
This presentation provides an overview of the major federal student aid programs (including federal direct student loans, Pell grants, and campus-based aid) provided through the Department of Education. It also briefly discusses basic budgetary issues related to those programs, including how procedures established in the Federal Credit Reform Act are used to estimate the cost of federal student loans and how the Pell grant program is supported by both discretionary and mandatory funding.
Presentation by Justin Humphrey, an analyst in CBO’s Budget Analysis Division, at the Committee for Education Funding.
The document summarizes the key priorities and provisions of the FY 24/25 state budget conference committee report. It allocates nearly $2 billion in new funding for K-12 education, strengthens support for students and schools through funding formula increases, and empowers families through expanded school choice options. It also supports economic development strategies, health and human services, public safety, and makes one-time strategic investments in areas like infrastructure, the arts, and the environment. The budget is balanced in both years and maintains reserves while enacting further individual income tax cuts estimated to save taxpayers over $430 million.
The document summarizes the Board of Higher Education's proposed FY2016 budget recommendation. It reviews the FY2015 budget and outlines key initiatives and funding levels for FY2016. The recommendation calls for a total increase of $96.3 million, including $48.9 million more for community colleges and state universities, $42 million additional for need-based financial aid, and increases for programs around dual enrollment, workforce development and strategic initiatives. The goal is to move Massachusetts toward becoming a top 10 public higher education system by 2020 in areas of excellence, access and affordability.
The document discusses the Pell Grant program, which provides need-based grants to undergraduate students. It notes that in award year 2018-2019, there will be 7.5 million recipients receiving an average of $4,100 for a total cost of $30.6 billion. It explains that the program has both discretionary and mandatory funding components, and operates much like an entitlement in that students receive grants based on financial need rather than a capped amount of available funding. The Congressional Budget Office projects that costs will continue rising over the next decade as more students enroll in postsecondary education.
This grant program aims to spur economic development in Michigan by incentivizing existing manufacturing companies to relocate jobs back to the state. The Manufacturing Insource Grant would cover 100% of costs associated with relocating manufacturing operations to Michigan, including building leases, machinery, and wages for knowledgeable employees. The goal is to bring existing manufacturing jobs currently overseas back to Michigan by making domestic production more affordable. This would help diversify Michigan's economy beyond automotive manufacturing and utilize available industrial facilities.
Create a Funding Model for Success: How Charter Schools Can Survive and Thriv...Charter School Capital
Budget cuts and deferrals are coming, and it's time for us to address them in the 2020-21 budget. We all know that expense cuts alone likely will not solve these shortfalls. Cutting programs and teachers could cut the heart and soul out of your schools. Charter schools have shown up well during this crisis. How might we turn this time into a unique opportunity for charter schools to thrive?
What this webinar to learn:
- What deferrals looked like during the Great Recession
- The different tracks charter schools can take in getting through deferrals and cuts
- How to access a funding model to survive and thrive
FY 2018 Fiscal Forecast School Operating FundFairfax County
The document provides information on Fairfax County Public Schools' (FCPS) preliminary fiscal forecast for FY 2018. It notes that state funding for compensation supplements is uncertain for FY 2017 and FY 2018. Revenue assumptions include a 3% increase in sales tax but level federal and city funding. Expenditure assumptions include a $10 million increase for enrollment growth and rises in retirement, health insurance, and contractual costs. Projected compensation needs total $70.9 million. Identified strategic investments seek $15 million for classrooms. The total projected budget gap is $133.5 million. Options to address the gap include increased funding or budget reductions.
The document summarizes the key aspects of the 2016 Canadian federal budget. It proposes several tax initiatives and investments in infrastructure, clean technology, and social services. While running a deficit of $29.4 billion for 2016-2017, the budget is expected to reduce poverty, lower unemployment, and strongly expand GDP through fiscal stimulus. Modeling using the FOCUS macroeconomic model predicts higher government spending, consumption, taxes, and GDP growth in response to the budget measures under a neutral monetary policy.
The two-year budget for fiscal years 2017-2019 totals over $100 million, with operating budgets of $85.9 million in 2017-2018 and $73.2 million in 2018-2019. The budget aims to balance expenditures and revenues while addressing rising pension costs and future deficits projected for 2019-2021. Cost reductions approved in July 2017 and savings from paying down pension debt balance the 2017-2019 budget but deficits of $1.9 million and $3.6 million are projected for 2019-2020 and 2020-2021 respectively unless new revenues are identified. Unspent 2016-2017 resources will be transferred to programs like library services, code enforcement, and disaster response to support future needs.
The document provides an overview of the Pell Grant program, which is the largest federal postsecondary student aid grant program, projected to provide over $28 billion in grants to 7.5 million students in award year 2017-2018. It explains the sources of funding for Pell Grants including discretionary appropriations, mandatory funding to supplement discretionary amounts, and a mandatory add-on to cover the difference between the discretionary award amount and total maximum award. The document also discusses how Pell Grants are treated similarly to entitlement programs in CBO's cost estimates and how funding shortfalls and surpluses are handled.
- The document discusses Houston Community College's (HCC) legislative priorities for the 82nd Legislative Session in Texas.
- Key priorities include restoring state funding cuts to maintain adequate base funding levels and prevent tuition/tax increases. This funding is critical for HCC to meet the state's economic and workforce development needs.
- HCC also seeks to maintain employee benefits, receive funding for new campus facilities and enrollment growth, address the nursing shortage, and allow dual credit courses to substitute for end-of-course exams.
- Maintaining adequate state appropriations is important for community colleges to fulfill their mission of providing education and training amid high student enrollment growth and the state's economic recovery.
Analysis of the Obama Administration's FY2016 Budget Proposal for Transportationartba
The Obama Administration proposed a $478 billion, 6-year transportation reauthorization plan called GROW AMERICA. This is $126 billion more than current spending levels and aims to increase annual investment in surface transportation by $21 billion through 2021. The proposal includes generating $238 billion from corporate tax reforms to fund the transportation trust fund gap. Key aspects include increased funding for highways (+25% to $51 billion), transit (+62% to $19.6 billion), and rail (+236% to $4.8 billion). The plan restructures programs and focuses on fixing existing assets, freight projects, and innovation grants.
City of Mesa 2017-18 Proposed Budget OverviewRAILmesa
The City of Mesa has begun its budgeting process for next Fiscal Year. Now is the time to pay attention and advocate for the areas of the budget you want to see increased or decreased. Currently, the budget proposed $408.2 million in revenue and $417.1 million in expenses, made up with $8.9 million being drawn from City Reserve accounts.
Emeryville fiscal year 2016 17 mid-year budget reviewE'ville Eye
The document is a mid-year budget review memo from the Finance Director to the City Manager of Emeryville, California. It recommends approving proposed budget adjustments for fiscal year 2016-2017. Revenues are lower than projected and expenditures are higher, resulting in a $530,565 shortfall. To cover this, staff proposes transferring excess reserves from the Economic Uncertainty Reserve Fund. The memo provides an overview of General Fund revenues and expenditures through February 2017 compared to the prior year and budget.
The presentation document scheduled for discussion at the Franklin (MA) School Committee meeting on Mar 27, 2018. This is for the school budget for Fiscal Year 2019 (FY19)
This document provides a five-year financial forecast for the City of San Antonio for fiscal years 2017 through 2021. It summarizes projected revenues, expenditures, and financial reserves for the General Fund, as well as the Hotel Occupancy Tax funds, Development Services Fund, and Solid Waste Operating Fund. The General Fund forecast projects modest surpluses each year and maintains reserves at 15% of revenues. Revenue growth is expected to average 2.7% annually during the forecast period. Expenditures are based on maintaining current service levels with adjustments for inflation. The forecast aims to provide early financial assessment to guide budget development and identify issues for city council.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
2. FY18 Budget Recommendation
December 6, 2016
BHE approves FY18 Budget Request
January 18, 2017
Governor releases “House 1” FY18 Budget Recommendation
Mid-April 2017
HouseWays and Means releases FY18 Budget Recommendation
Mid-May 2017
SenateWays and Means Releases FY18 Budget Recommendation
June 2017
Conference Committee Releases FY18 Budget Report
July 1, 2017
FY2018 FiscalYear Begins
FY18 BudgetTimeline
3. FY18 Budget Recommendation
DHE line-items
2% increase over FY17; level funded over FY16
New investment aligned with “Big Three” [+$3M]
Maintenance funding to support projected need of
mandatory obligations
The 24 Community Colleges and State Universities
2% increase through performance-based funding formulas
Funding for FY17 collective bargaining costs into campus base
Funding for FY18 collective bargaining costs
▪ Costs still to be determined at this time for AFSCME, APA, and MSCA
FY18 Budget Summary and Principles
3
6. FY18 Budget Recommendation
Key Investments: Performance Incentive Fund
6
Performance Incentive Fund FY18: $4.25M +$1.5M
Additional funding would allow for the expansion of campus partnerships and
for several new initiatives, specifically:
The Commonwealth Commitment program. Grants would be awarded in
support of campus efforts to 1) improve transfer advising and 2) expand
support services to students with the goal of allowing them to attend
college full-time.
The expansion of the 100 Males to College program to support the
college-going aspirations for low-income males, and males of color in
Gateway cities.
The expansion of campus programs to increase the diversity of students
enrolled in educator preparation programs to better reflect the diversity
of students in the Commonwealth’s PreK-12 classrooms.
7. FY18 Budget Recommendation
Key Investments: CDEP, FinancialAid
7
Commonwealth Dual Enrollment FY18: $1.5M +$450K
Includes an additional investment of $450,000 which will accommodate 60%
more students with the opportunity to take free or reduced-cost college level
courses and earn credit toward their future college degrees. National
research on dual enrollment concludes that such programs drastically
increase the likelihood of students attending and graduating from college.
Massachusetts State Scholarship FY18: $97.6M +$1.1M
Includes $1M in additional funding for MASSGrant, the state’s primary need-
based financial aid program that provides financial assistance to
undergraduate students who reside in Massachusetts.
An additional $100,000 in funding will study the viability of a pilot initiative to
encourage low income families to commit to a long-term college financing plan.
8. FY18 Budget Recommendation
DHE Administration
8
DHE Administrative Account FY18: $3.3M +$259K
DHE Initiative: Campus Violence [$150K]
Supports additional funding for the implementation of the FY2017
Campus Safety and Violence Prevention (CSVP) recommendations.
Maintenance funding for DHE operations [$110K]
Funding to support the payroll obligations for current staff (no increase in
FTEs); lease escalation.
Level funding for State University Internship Incentive program [$1M]
Tufts Veterinary School FY18: $3M -$2M
The DHE is requesting a $2M decrease and is also requesting line-item
language that initiates a new teaching partnership between Tufts and the
community colleges that offer BHE-approved veterinary technician and
veterinary health care programs.
10. FY18 Budget Recommendation
Three-Step Build for FY18
1. Roll FY17 formula funding allocations into the
FY18 campus line-item appropriations
2. Establish baseline personnel costs, inclusive of
known collective bargaining increases
3. Recommend additional investment to be allocated
through funding formula
Community Colleges & State U’s
10
11. FY18 Budget Recommendation
Focus on Collective Bargaining Costs
Fiscal impact of negotiated increases in the respective collective
bargaining agreements for FY17 is recognized in the FY18
recommendation.
FY17 value of collective bargaining contracts not currently
appropriated in the campus line-items is ≈ $18.3M.
Funding request is only for staff paid from state appropriation.
FY18 collective bargaining costs not possible to accurately project at this
time as AFSCME, MSCA, and APA are stillTBD pending negotiation.
APA expires on 12/31/16; AFSCME and MSCA expire on 6/30/2017.
BHE’s FY18 Budget Recommendation requests that
state-appropriated funds should support the value of all
ratified collective bargaining agreements.
12. FY18 Budget Recommendation
Annual Increases of Current Contracts
12
Unit FY12 FY13 FY14 FY15 FY16 FY17 FY18
AFSCME 3.0% 3.0% 3.0% 3.0% 3.5% 3.5% TBD
MSCA 3.5% 3.5% 3.5% 3.5% 3.5% 3.5% TBD
APA 3.5% 3.5% 3.5% 3.5% 3.5% 3.5% TBD
MCCC 3.5% 3.5% 3.5% 3.5% 2.0% 2.5% 2.5%
APA contract is on calendar year that expires on December 31, 2016
AFSCME and MSCA contracts expire on June 30, 2017
MCCC contract expires on June 30, 2018
Yellow box denotes year one of a three-year contract
Red box denotes costs not funded through direct state appropriation
13. FY18 Budget Recommendation
The campuses receive an additional state contribution for benefit-
related costs (“fringe”) for those employees paid from the state
appropriation
About 54% of total campus personnel are supported by state funding.
In FY17 the contribution from the state was approximately $184M.
The campuses are assessed fringe costs for all campus employees
not paid from the state appropriation
About 46% of total campus personnel are not supported by state funding.
Collectively, the campuses will pay roughly $150M in fringe in FY17.
Fringe rates, determined by the Commonwealth, have risen
significantly—from 28.8% in FY15 to 35.16% in FY17
The fringe rate increase alone from FY15 to FY17 has resulted in $28M
more in costs to the campuses.
Acknowledging Impact of Fringe
13
14. FY18 Budget Recommendation
The 15 Community Colleges:
$5.5M allocated through funding formula
▪ $2.75M increase over FY17, a total of 2% over the aggregate funding
for the segment
Estimated $9.6M for the FY17 incremental collective bargaining costs
FY18 funding for the to-be-determined costs of successor collective
bargaining agreements
The 9 State Universities:
$5M allocated through funding formula
▪ $2.5M increase over FY17, a total of 2% over the aggregate funding for
the segment
Estimated $8.7M for the FY17 incremental collective bargaining costs
FY18 funding for the to-be-determined costs of successor collective
bargaining agreements
Recommendation Summary: Campuses
14
15. FY18 Budget Recommendation
Amends motion to add “operating” prior to
“budget”
Eliminates projected range of need for FY18
collective bargaining contracts
Adds principle of supporting the FY18 costs of
successor collective bargaining agreements
More clearly states the overall FY18 budget ask of
2% over FY17, not including annualized values of
collective bargaining contracts
Changes from 11/29 FAAP Discussion
15