San Joaquin Delta
Community College District
Office of Fiscal Services
5151 Pacific Avenue
Stockton, CA 95207
TO: Board of Trustees
Jeff Marsee Ph.D, Superintendent/President
District Leadership
FROM: Michael Hill, Administrative Consultant
Raquel Puentes-Griffith, Controller
SUBJECT: 2011-12 Adoption Budget
The budget development process has been much smoother this year than last. As you will see from the
presentation materials the changes from tentative to adoption are smaller in number and less dramatic
than 2010-2011. This is a more typical pattern for the unrestricted general fund portion of the budget.
The heavy lifting is normally done in preparation for the tentative budget. We do place added emphasis
on the restricted funds moving from the tentative to adoption budgets.
For the restricted funds there are no major surprises and with the effort made during this last year by the
fiscal services staff and program managers the restricted funds budgets are cleaner and reflect more
clearly the true status of programs.
Regarding the unrestricted general fund we are pleased to report that there is some revenue improvement
as a result of the state budget that was adopted but at the same time our estimate of the beginning fund
balance turned out to be higher than the actual results. We will expand on these points in this
memorandum.
We also want to provide you with a sense of what the current circumstance means for the 2012-2013
fiscal year. It has been the district strategy to approach the state funding loss in a multi-year plan and the
2011-12 budget represents the first year of the plan.
State Budget
The state budget had to confront a shortfall of $26 billion. About $13 billion was addressed back in
March through reduced funding of programs, the community colleges included. This became the best
case scenario in the evaluative process. Facing more cuts to close the gap for the remaining $13 billion,
extending taxes or a combination of both, the legislature and governor could not reach agreement on how
to proceed. The process bogged down in the usual political way.
The “May Revise” is that point where the state measures revenue flows and makes adjustments to the
revenue estimates for the next year. When that measurement occurred it was determined that the revenue
estimates could be increased which covered a portion of the $13 billion gap. In the final days of June to
get the budget out the door the revenue estimates were increased further but because there was a sense the
numbers were soft and unlikely to materialize, triggers were incorporated which would impose mid-year
cuts. The trigger date for making the determination is December 15, 2011. The triggers are as follows:
Tier 0
If between $3 and $4 billion of the new revenue materializes, no ad ...
School district's presentation on the 2011-12 budget, with proposed reductions, delivered Jan 12 at Blaine High School and Jan 20 at Champlin Park High School.
The document proposes budget cuts, reforms, and investments to address Michigan's budget deficit and economic challenges. It identifies over $1.3 billion in immediate budget cuts and lists proposed reforms across state agencies and programs. It also allocates $620 million in federal stimulus funds to infrastructure projects and other economic initiatives rather than using the funds to fill budget holes. The proposals aim to structurally reform Michigan's government and budget processes to eliminate deficits, reduce spending, and stimulate economic growth.
The 2017 federal budget announced $4.4 billion in new initiatives over five years, one-fifth of the amount announced in the previous year. It focused on trimming inefficiencies rather than major policy changes. The budget projected a steady decline in the debt-to-GDP ratio from 31.5% to 30.9% by 2021/22. It included only small adjustments to taxes and spending rather than comprehensive reforms.
We are facing some very difficult budget choices and challenges for Massachusetts for Fiscal Year 2011 (July 2010 - July 2011). Governor Patrick and his administration are holding a series of hearings and forums around the state to get input and ideas from citizens where this presentation is included. To learn more about the hearings and forums, visit www.mass.gov/governor/forums
If you weren't able to make a hearing or forum or want to be prepared before you attend one, this presentation is about 9 minutes long and will give you a basic overview of the budget situation. Please review it, then visit our blog at www.mass.gov/blog/engage to comment and share your ideas.
The document provides an overview of the preliminary budget for the North Colonie Central Schools. It identifies returns on educational investments, reviews the current financial picture at the national, state and local levels, and examines the impact of Governor Cuomo's proposed budget. It also discusses educational mandates, the tax levy cap, and the district's approach to developing the 2012-13 budget. Upcoming budget meetings are scheduled in March with a vote by the Board of Education on March 29.
- The report analyzes Multnomah County's financial condition over the past 10 years. It found that while operating revenues have increased modestly, they have not kept pace with population growth, resulting in declining per capita spending. Intergovernmental revenues from federal and state governments remain a major funding source for county programs and services. Spending on health and human services has increased due to additional intergovernmental funding, while most other program spending is down. The county has generally maintained strong financial reserves in line with best practices.
The document is a memorandum analyzing Franklin County's proposed 2016/2017 budget. It finds issues with lack of transparency and accountability in the budget process. Specifically, it calls out increases in the Sheriff's budget, largely due to raises for higher-level employees, and an unsubstantiated increase for EMS services. It recommends the commissioners pursue the rollback tax rate and curb excess spending to address the budget issues.
This document provides a budget message for the City of Novi, Michigan for fiscal year 2010-2011. It discusses how the city has historically relied on manufacturing and transportation businesses but must now adapt to changing economic conditions. It outlines cost reductions made for the upcoming budget, including staff reductions, benefit changes, and other efficiency measures. The message emphasizes the need to plan long-term through fiscal analysis and budgeting conservatively to ensure financial stability in the face of declining revenues.
School district's presentation on the 2011-12 budget, with proposed reductions, delivered Jan 12 at Blaine High School and Jan 20 at Champlin Park High School.
The document proposes budget cuts, reforms, and investments to address Michigan's budget deficit and economic challenges. It identifies over $1.3 billion in immediate budget cuts and lists proposed reforms across state agencies and programs. It also allocates $620 million in federal stimulus funds to infrastructure projects and other economic initiatives rather than using the funds to fill budget holes. The proposals aim to structurally reform Michigan's government and budget processes to eliminate deficits, reduce spending, and stimulate economic growth.
The 2017 federal budget announced $4.4 billion in new initiatives over five years, one-fifth of the amount announced in the previous year. It focused on trimming inefficiencies rather than major policy changes. The budget projected a steady decline in the debt-to-GDP ratio from 31.5% to 30.9% by 2021/22. It included only small adjustments to taxes and spending rather than comprehensive reforms.
We are facing some very difficult budget choices and challenges for Massachusetts for Fiscal Year 2011 (July 2010 - July 2011). Governor Patrick and his administration are holding a series of hearings and forums around the state to get input and ideas from citizens where this presentation is included. To learn more about the hearings and forums, visit www.mass.gov/governor/forums
If you weren't able to make a hearing or forum or want to be prepared before you attend one, this presentation is about 9 minutes long and will give you a basic overview of the budget situation. Please review it, then visit our blog at www.mass.gov/blog/engage to comment and share your ideas.
The document provides an overview of the preliminary budget for the North Colonie Central Schools. It identifies returns on educational investments, reviews the current financial picture at the national, state and local levels, and examines the impact of Governor Cuomo's proposed budget. It also discusses educational mandates, the tax levy cap, and the district's approach to developing the 2012-13 budget. Upcoming budget meetings are scheduled in March with a vote by the Board of Education on March 29.
- The report analyzes Multnomah County's financial condition over the past 10 years. It found that while operating revenues have increased modestly, they have not kept pace with population growth, resulting in declining per capita spending. Intergovernmental revenues from federal and state governments remain a major funding source for county programs and services. Spending on health and human services has increased due to additional intergovernmental funding, while most other program spending is down. The county has generally maintained strong financial reserves in line with best practices.
The document is a memorandum analyzing Franklin County's proposed 2016/2017 budget. It finds issues with lack of transparency and accountability in the budget process. Specifically, it calls out increases in the Sheriff's budget, largely due to raises for higher-level employees, and an unsubstantiated increase for EMS services. It recommends the commissioners pursue the rollback tax rate and curb excess spending to address the budget issues.
This document provides a budget message for the City of Novi, Michigan for fiscal year 2010-2011. It discusses how the city has historically relied on manufacturing and transportation businesses but must now adapt to changing economic conditions. It outlines cost reductions made for the upcoming budget, including staff reductions, benefit changes, and other efficiency measures. The message emphasizes the need to plan long-term through fiscal analysis and budgeting conservatively to ensure financial stability in the face of declining revenues.
This is the CCFC's Analysis of Franklin County's current budget. It has been prepared and shared with the County Commissioners with an email request that the Commissioners reduce their budget by 3%.
The document discusses several topics related to education finance and budgets, including:
1) A lawsuit filed by 600 school districts in Texas arguing that the current school funding system violates the state constitution.
2) Reasons for shortfalls in Texas education funding, including declining property tax revenues and cuts to education funding.
3) Details of the Texas state budget for 2016-2017, including a $1.2 billion tax break for homeowners and reduced school district property taxes.
This document provides a summary of Hawaii's FY 2015 Executive Supplemental Budget. Key points include:
- The budget aims to strengthen the state's fiscal position while funding important programs through continued fiscal prudence and building reserves.
- It requests adjustments to the FY 2014 and 2015 budgets to restore critical positions, fund non-discretionary cost increases, and support initiatives like early childhood learning.
- The total operating budget request is a decrease of -0.4% for FY 2014 and increase of 2.4% for FY 2015 from general funds. The economy is improving but revenues are projected to be slightly lower due to hurricane relief fund transfers.
This document provides an overview and summary of North Dakota's 2011-2013 executive budget proposal. It discusses:
1) Revenues exceeding expenditures, total revenues of $3.197 billion and expenditures of $3.185 billion.
2) Proposed increases in property tax relief from $300M to $350M and income tax relief from $100M to $150M over the biennium.
3) Infrastructure investments including $1.7 billion for transportation, $229M for oil country roads, $120M for Devils Lake flood protection, and $235M for water projects.
The Executive Appropriations Committee meeting summary provided updates on several items:
- Revenues for FY2010 are estimated to be $50-150 million below targets due to lower than expected income tax payments.
- A proposal to incorporate more performance measures into the budget process to emphasize results and accountability.
- Approval of several new and continuing federal and non-federal grants requiring legislative action.
1) The document analyzes the 2016-2017 budget summaries from the State of California. It finds that while the state is claiming to have balanced its budget, this is likely temporary due to reliance on volatile income tax revenues.
2) A major reason for the balanced budget was paying down debt, including $1.3 billion in pension obligations. However, overall spending increased by 6% and education/housing spending are slated to rise further.
3) The governor acknowledges the budget will be difficult to balance long-term given past patterns of short surplus periods followed by large deficits. The document concludes another recession will likely cause a major debt crisis for California in the next decade.
This document summarizes the fiscal situations of each US state and territory based on a survey of legislative fiscal offices in spring 2013. It finds that while some states face deficits or uncertainty, many others have stable or growing revenues and balanced budgets. A few states like Colorado, Indiana, and Utah report cautiously optimistic outlooks with stable or improving economies. However, many Northeastern and Rust Belt states continue to face fiscal pressures related to pension obligations, unpaid bills, or declining revenues. Overall the fiscal picture is stable for most states but uncertain impacts from federal policy like sequestration are noted as risks.
- Inwood House's budget is comprised of 60% government funding and 40% foundation/private funding. Projected funding is down significantly this year, with a 35% drop in foundation grants and 24% drop in government revenue.
- Census levels at Inwood House's residential programs are down 50% due to new child welfare policies, straining the organization's cash flow for payroll.
- In response to the funding declines, Inwood House has already implemented initial reductions totaling $1.4 million by closing programs and reducing staff. Further proposed reductions of $1.3 million are outlined, including closing additional offices and putting more staff on furlough.
1) The organization is facing significant budget shortfalls for the upcoming fiscal year due to declines in government funding and private foundation grants of around 35% each.
2) Census levels at their main residential program are down 50% due to new child welfare policies, straining their ability to cover costs.
3) In response, the organization has already implemented initial staffing and program reductions and is proposing additional cuts, including closing more offices and putting more staff on reduced schedules, to align their budget with reduced revenues.
Business leaders looking for places to locate or expand operations often consider the stability of government financial operations as a key factor in their site selection decisions.
When current levels of taxation and service provision are not sustainable, it creates uncertainty about the location’s long-term viability as a place to invest, live or work.
Michigan has a history of being more fiscally unstable than the average state, due to a traditionally heavier reliance on manufacturing. Michigan has had a tendency to out-perform the nation during economic recoveries and under-perform during periods of recession. These trends result in tax revenues that vary widely from year to year, making budget and economic planning a challenge for state and local officials. In addition, stagnant population growth and an aging population have increased taxpayer demand on public services.
The nearly decade-long recession Michigan experienced in the 2000’s placed significant pressure on the people of Michigan and left many local units of government in fiscal distress. State leaders responded by passing the Local Financial Stability and Choice Act (Public Act 436 of 2012) to address the growing number of local governments and school districts with unusually high levels of economic hardship. The City of Detroit filed for bankruptcy in 2013, and Michigan has had four school districts cease operations due to fiscal insolvency (Highland Park, Buena Vista, Inkster, and Muskegon Heights). Moreover, Detroit Public Schools recently came very close to insolvency.
Fiscal Year 2011-2012 is referred to as the "Cliff Year" because Louisiana faces a $1.6 billion budget shortfall that will be difficult to address. Over 90% of Louisiana's $25.5 billion budget is protected from cuts, so the shortfall must be absorbed by discretionary funding, resulting in cuts over 60% to affected departments. The shortfall is projected to continue through FY2015 even with strong revenue growth, necessitating permanent budget cuts or revenue increases. Addressing the shortfall will require politically difficult decisions about taxes, fees, dedications or expenditures.
Fiscal Year 2011-2012 is referred to as the "Cliff Year" because Louisiana faces a $1.6 billion budget shortfall that will be difficult to address. While the total state budget is $25.5 billion, over 90% of funds are restricted or dedicated, leaving only $2.6 billion of discretionary general funds. Absorbing the entire $1.6 billion shortfall from this unrestricted portion would require cutting it by over 60%. Options to help close the gap include increasing some fees, cutting some statutory dedications, and reducing some unprotected non-discretionary spending, though many of these options are politically challenging.
The document summarizes the budget scenario for Fluvanna County, Virginia. It outlines successes and challenges with the previous and current budgets. It then proposes a $0.65 tax rate and budget plan that would balance the budget, fund economic development initiatives, establish a capital reserve, replenish cash reserves, and mitigate future tax increases for 8 years by planning for debt service. Remaining challenges mentioned include providing tax relief, addressing zoning issues, water infrastructure needs, and ensuring ongoing commitment to fiscal discipline.
The Importance Of Volunteer AccountingBarb Tillich
The United States allocates funding to refugee resettlement through its Department of Education budget. This evaluation examines the financial process for refugee resettlement and ways it could be improved. Funding is intended to support refugees for their first 90 days in the US, but long-term success requires adequate resources. The system could benefit from ensuring funds are used effectively to promote self-sufficiency over time.
Amended act 141 recovery plan amended 4 21 14 finaltodaysthedayhbg
This amended recovery plan for the Harrisburg School District provides clarifying language and revised initiatives to address changes in the district's financial circumstances since the original plan was approved in 2013. Key points include:
1. The district achieved better financial results in 2012-13 than originally projected, but still faces an ongoing structural deficit due to growing costs outpacing flat revenues.
2. The plan revises certain initiatives to restore salary cuts, expand full-day kindergarten, and cap health insurance cost increases while limiting tax increases.
3. The plan establishes new academic performance benchmarks tied to the state's school performance profile process and a calendar for related actions.
North Carolina budget analysis from NC Justice CenterEducationNC
The budget agreement provides some increased funding for education in North Carolina but does not fully address the needs outlined in the Leandro Comprehensive Remedial Plan. It provides teacher and other staff salary increases averaging 5% over two years, supplements for low-wealth districts, and additional funding for students with disabilities and instructional support staff. However, it falls short of the Leandro plan's calls for greater investments in targeted allotments, early childhood education, principal and teacher recruitment programs, and overall K-12 funding. While the budget makes initial investments, long-term recurring funding is still needed to ensure all students receive a sound basic education as required by the state constitution.
Ospi K 12 Finance Outlook And 6 Key Recommendations Vancouver 10 23 08WSU Cougars
The document discusses several key issues facing K-12 school finance in Washington: 1) State funding formulas are not keeping pace with rising costs, leaving districts with deep budget shortfalls; 2) Compensation, health benefits, and other operating costs are increasing faster than revenue; 3) The state underfunds basic education programs including salaries, special education, and learning assistance. It proposes recommendations to address these issues, such as redefining basic education resources and increasing funding for staffing, salaries, and program support.
Copy Of K 12 Finance Outlook And 6 Key Recommendations Vancouver 10 23 08WSU Cougars
The document discusses the financial challenges facing K-12 schools in Washington state. It notes shortfalls in state funding for salaries, benefits, and other operational costs that force districts to rely heavily on local levies. Looking ahead, the budget problems are expected to deepen as costs rise faster than revenues. The Basic Education Finance Task Force is examining proposals to reform school funding formulas to provide stable, adequate support and address underlying funding issues.
Read Chapter 3. Answer the following questions1.Wha.docxShiraPrater50
Read Chapter 3
.
Answer the following questions:
1.
What can give a teacher insight into children’s language behavior?
2.
How many new words might a preschooler acquire each day?
3.
Define
receptive vocabulary and expressive vocabulary.
4.
Compare speech when a child is excited to speech when a child is embarrassed, sad, or shy.
5.
What is the focus of play for very young preschoolers?
6.
Define
regularization.
7.
What is the focus for questions during the toddler period?
8.
Define
overextension.
9.
Describe
running commentaries.
10.
List
eight (8)
possible developmental reasons and benefits of self-talk.
11.
Define
consonant and vowel.
12.
What advice should be given to families and early childhood educators?
13.
List
(four) 4
suggestions for books for younger preschoolers.
14.
List
ten (10)
expectations as preschoolers get older.
15.
Describe friendships of young preschoolers.
16. List
five (5)
areas of growth in children through group play.
17. How do children learn language?
18. Explain
relational words
and why these words are important.
19. Explain
impact words, sound words, created words
and
displaying creativity
.
20. Discuss the danger of assumptions about intelligence through language ability.
21. List
four (4)
speech and language characteristics of older preschoolers.
22. What may depress a child's vocabulary development?
23. Define
metalinguistic awareness.
24. How does physical growth affect children's perceptions of themselves?
25.
Define
mental image.
26.
Define
visual literacy.
27.
Explain the order in which motor skills are developed.
28.
Explain the
Montessori
approach to education for young children.
29. List
seventeen (17) objectives for refining perceptual-motor skills.
30.
Define
assimilation and accommodation.
31. What is a zone of proximal development?
32.
What is the teacher’s role in working with infants, toddlers and preschoolers?
33.
Define
metalinguistic skills.
34.
Define
social connectedness.
35. List
six (6)
social ability goals that serve as a strong foundation for future schooling.
.
Read Chapter 15 and answer the following questions 1. De.docxShiraPrater50
Read Chapter 15 and answer the following questions
:
1. Describe several characteristics of infants that make them different from other children.
2. What is the feeding challenge in meeting the nutritional needs of an infant?
3. Define
low-birthweight (LBW) infant
.
4. List
nine (9)
problems associated with low birth weight.
5. List
five (5)
reasons a mother may choose formula feeding instead of breast feeding.
6. List
four (4)
steps to safe handling of breast milk.
7. What
two (2)
factors determine safe preparation of formula? Briefly describe each factor.
8. Define
aseptic procedure.
9. Define
distention
and tell what causes distention.
10. Define
regurgitation, electrolytes,
and
developmental or physiological readiness.
11. Why should a bottle
NEVER
be propped and a baby left unattended while feeding?
12. When might an infant need supplemental water?
13. When should solid food be introduced to an infant? What is meant by the infant being developmentally ready?
14. Define
palmar grasp
and
pincer grip.
15. List
ten (10)
common feeding concerns. Pick
ONE
and explain why that is a concern.
Read Chapter 16 and answer the following questions:
1. Describe
toddlers and preschoolers
.
2. Define
neophobic.
3. List
three (3)
things a teacher is responsible for when feeding a toddler. List
two (2)
things for which the child is responsible.
4. Why should you
NOT
try to force a toddler to eat or be overly concerned if children are suddenly eating less?
5. Explain the results of spacing meals
too far apart
and
too close together
.
6. List a
good eating pattern
for toddlers.
7. Name several healthy snack choices for toddlers and young children.
8. List several suggestions for making eating time comfortable, pleasant and safe.
9. What changes about eating habits when a toddler develops into a preschooler?
10. Define
Down syndrome
and
Prader-Willi syndrome.
11. How can parents and teachers promote good eating habits for preschoolers?
12. When and where should rewards be offered?
13. Why should children
not
be encouraged to have a
“clean plate”?
14. List
five (5)
health conditions related to dietary patterns.
15. What is the Physical Activity Pyramid and for what is it designed?
16. List
eight (8)
common feeding concerns during toddler and preschool years. Pick
one and explain
it thoroughly.
https://books.google.com/books/about/Health_Safety_and_Nutrition_for_the_Youn.html?id=7zcaCgAAQBAJ&printsec=frontcover&source=kp_read_button#v=onepage&q&f=false
.
This is the CCFC's Analysis of Franklin County's current budget. It has been prepared and shared with the County Commissioners with an email request that the Commissioners reduce their budget by 3%.
The document discusses several topics related to education finance and budgets, including:
1) A lawsuit filed by 600 school districts in Texas arguing that the current school funding system violates the state constitution.
2) Reasons for shortfalls in Texas education funding, including declining property tax revenues and cuts to education funding.
3) Details of the Texas state budget for 2016-2017, including a $1.2 billion tax break for homeowners and reduced school district property taxes.
This document provides a summary of Hawaii's FY 2015 Executive Supplemental Budget. Key points include:
- The budget aims to strengthen the state's fiscal position while funding important programs through continued fiscal prudence and building reserves.
- It requests adjustments to the FY 2014 and 2015 budgets to restore critical positions, fund non-discretionary cost increases, and support initiatives like early childhood learning.
- The total operating budget request is a decrease of -0.4% for FY 2014 and increase of 2.4% for FY 2015 from general funds. The economy is improving but revenues are projected to be slightly lower due to hurricane relief fund transfers.
This document provides an overview and summary of North Dakota's 2011-2013 executive budget proposal. It discusses:
1) Revenues exceeding expenditures, total revenues of $3.197 billion and expenditures of $3.185 billion.
2) Proposed increases in property tax relief from $300M to $350M and income tax relief from $100M to $150M over the biennium.
3) Infrastructure investments including $1.7 billion for transportation, $229M for oil country roads, $120M for Devils Lake flood protection, and $235M for water projects.
The Executive Appropriations Committee meeting summary provided updates on several items:
- Revenues for FY2010 are estimated to be $50-150 million below targets due to lower than expected income tax payments.
- A proposal to incorporate more performance measures into the budget process to emphasize results and accountability.
- Approval of several new and continuing federal and non-federal grants requiring legislative action.
1) The document analyzes the 2016-2017 budget summaries from the State of California. It finds that while the state is claiming to have balanced its budget, this is likely temporary due to reliance on volatile income tax revenues.
2) A major reason for the balanced budget was paying down debt, including $1.3 billion in pension obligations. However, overall spending increased by 6% and education/housing spending are slated to rise further.
3) The governor acknowledges the budget will be difficult to balance long-term given past patterns of short surplus periods followed by large deficits. The document concludes another recession will likely cause a major debt crisis for California in the next decade.
This document summarizes the fiscal situations of each US state and territory based on a survey of legislative fiscal offices in spring 2013. It finds that while some states face deficits or uncertainty, many others have stable or growing revenues and balanced budgets. A few states like Colorado, Indiana, and Utah report cautiously optimistic outlooks with stable or improving economies. However, many Northeastern and Rust Belt states continue to face fiscal pressures related to pension obligations, unpaid bills, or declining revenues. Overall the fiscal picture is stable for most states but uncertain impacts from federal policy like sequestration are noted as risks.
- Inwood House's budget is comprised of 60% government funding and 40% foundation/private funding. Projected funding is down significantly this year, with a 35% drop in foundation grants and 24% drop in government revenue.
- Census levels at Inwood House's residential programs are down 50% due to new child welfare policies, straining the organization's cash flow for payroll.
- In response to the funding declines, Inwood House has already implemented initial reductions totaling $1.4 million by closing programs and reducing staff. Further proposed reductions of $1.3 million are outlined, including closing additional offices and putting more staff on furlough.
1) The organization is facing significant budget shortfalls for the upcoming fiscal year due to declines in government funding and private foundation grants of around 35% each.
2) Census levels at their main residential program are down 50% due to new child welfare policies, straining their ability to cover costs.
3) In response, the organization has already implemented initial staffing and program reductions and is proposing additional cuts, including closing more offices and putting more staff on reduced schedules, to align their budget with reduced revenues.
Business leaders looking for places to locate or expand operations often consider the stability of government financial operations as a key factor in their site selection decisions.
When current levels of taxation and service provision are not sustainable, it creates uncertainty about the location’s long-term viability as a place to invest, live or work.
Michigan has a history of being more fiscally unstable than the average state, due to a traditionally heavier reliance on manufacturing. Michigan has had a tendency to out-perform the nation during economic recoveries and under-perform during periods of recession. These trends result in tax revenues that vary widely from year to year, making budget and economic planning a challenge for state and local officials. In addition, stagnant population growth and an aging population have increased taxpayer demand on public services.
The nearly decade-long recession Michigan experienced in the 2000’s placed significant pressure on the people of Michigan and left many local units of government in fiscal distress. State leaders responded by passing the Local Financial Stability and Choice Act (Public Act 436 of 2012) to address the growing number of local governments and school districts with unusually high levels of economic hardship. The City of Detroit filed for bankruptcy in 2013, and Michigan has had four school districts cease operations due to fiscal insolvency (Highland Park, Buena Vista, Inkster, and Muskegon Heights). Moreover, Detroit Public Schools recently came very close to insolvency.
Fiscal Year 2011-2012 is referred to as the "Cliff Year" because Louisiana faces a $1.6 billion budget shortfall that will be difficult to address. Over 90% of Louisiana's $25.5 billion budget is protected from cuts, so the shortfall must be absorbed by discretionary funding, resulting in cuts over 60% to affected departments. The shortfall is projected to continue through FY2015 even with strong revenue growth, necessitating permanent budget cuts or revenue increases. Addressing the shortfall will require politically difficult decisions about taxes, fees, dedications or expenditures.
Fiscal Year 2011-2012 is referred to as the "Cliff Year" because Louisiana faces a $1.6 billion budget shortfall that will be difficult to address. While the total state budget is $25.5 billion, over 90% of funds are restricted or dedicated, leaving only $2.6 billion of discretionary general funds. Absorbing the entire $1.6 billion shortfall from this unrestricted portion would require cutting it by over 60%. Options to help close the gap include increasing some fees, cutting some statutory dedications, and reducing some unprotected non-discretionary spending, though many of these options are politically challenging.
The document summarizes the budget scenario for Fluvanna County, Virginia. It outlines successes and challenges with the previous and current budgets. It then proposes a $0.65 tax rate and budget plan that would balance the budget, fund economic development initiatives, establish a capital reserve, replenish cash reserves, and mitigate future tax increases for 8 years by planning for debt service. Remaining challenges mentioned include providing tax relief, addressing zoning issues, water infrastructure needs, and ensuring ongoing commitment to fiscal discipline.
The Importance Of Volunteer AccountingBarb Tillich
The United States allocates funding to refugee resettlement through its Department of Education budget. This evaluation examines the financial process for refugee resettlement and ways it could be improved. Funding is intended to support refugees for their first 90 days in the US, but long-term success requires adequate resources. The system could benefit from ensuring funds are used effectively to promote self-sufficiency over time.
Amended act 141 recovery plan amended 4 21 14 finaltodaysthedayhbg
This amended recovery plan for the Harrisburg School District provides clarifying language and revised initiatives to address changes in the district's financial circumstances since the original plan was approved in 2013. Key points include:
1. The district achieved better financial results in 2012-13 than originally projected, but still faces an ongoing structural deficit due to growing costs outpacing flat revenues.
2. The plan revises certain initiatives to restore salary cuts, expand full-day kindergarten, and cap health insurance cost increases while limiting tax increases.
3. The plan establishes new academic performance benchmarks tied to the state's school performance profile process and a calendar for related actions.
North Carolina budget analysis from NC Justice CenterEducationNC
The budget agreement provides some increased funding for education in North Carolina but does not fully address the needs outlined in the Leandro Comprehensive Remedial Plan. It provides teacher and other staff salary increases averaging 5% over two years, supplements for low-wealth districts, and additional funding for students with disabilities and instructional support staff. However, it falls short of the Leandro plan's calls for greater investments in targeted allotments, early childhood education, principal and teacher recruitment programs, and overall K-12 funding. While the budget makes initial investments, long-term recurring funding is still needed to ensure all students receive a sound basic education as required by the state constitution.
Ospi K 12 Finance Outlook And 6 Key Recommendations Vancouver 10 23 08WSU Cougars
The document discusses several key issues facing K-12 school finance in Washington: 1) State funding formulas are not keeping pace with rising costs, leaving districts with deep budget shortfalls; 2) Compensation, health benefits, and other operating costs are increasing faster than revenue; 3) The state underfunds basic education programs including salaries, special education, and learning assistance. It proposes recommendations to address these issues, such as redefining basic education resources and increasing funding for staffing, salaries, and program support.
Copy Of K 12 Finance Outlook And 6 Key Recommendations Vancouver 10 23 08WSU Cougars
The document discusses the financial challenges facing K-12 schools in Washington state. It notes shortfalls in state funding for salaries, benefits, and other operational costs that force districts to rely heavily on local levies. Looking ahead, the budget problems are expected to deepen as costs rise faster than revenues. The Basic Education Finance Task Force is examining proposals to reform school funding formulas to provide stable, adequate support and address underlying funding issues.
Read Chapter 3. Answer the following questions1.Wha.docxShiraPrater50
Read Chapter 3
.
Answer the following questions:
1.
What can give a teacher insight into children’s language behavior?
2.
How many new words might a preschooler acquire each day?
3.
Define
receptive vocabulary and expressive vocabulary.
4.
Compare speech when a child is excited to speech when a child is embarrassed, sad, or shy.
5.
What is the focus of play for very young preschoolers?
6.
Define
regularization.
7.
What is the focus for questions during the toddler period?
8.
Define
overextension.
9.
Describe
running commentaries.
10.
List
eight (8)
possible developmental reasons and benefits of self-talk.
11.
Define
consonant and vowel.
12.
What advice should be given to families and early childhood educators?
13.
List
(four) 4
suggestions for books for younger preschoolers.
14.
List
ten (10)
expectations as preschoolers get older.
15.
Describe friendships of young preschoolers.
16. List
five (5)
areas of growth in children through group play.
17. How do children learn language?
18. Explain
relational words
and why these words are important.
19. Explain
impact words, sound words, created words
and
displaying creativity
.
20. Discuss the danger of assumptions about intelligence through language ability.
21. List
four (4)
speech and language characteristics of older preschoolers.
22. What may depress a child's vocabulary development?
23. Define
metalinguistic awareness.
24. How does physical growth affect children's perceptions of themselves?
25.
Define
mental image.
26.
Define
visual literacy.
27.
Explain the order in which motor skills are developed.
28.
Explain the
Montessori
approach to education for young children.
29. List
seventeen (17) objectives for refining perceptual-motor skills.
30.
Define
assimilation and accommodation.
31. What is a zone of proximal development?
32.
What is the teacher’s role in working with infants, toddlers and preschoolers?
33.
Define
metalinguistic skills.
34.
Define
social connectedness.
35. List
six (6)
social ability goals that serve as a strong foundation for future schooling.
.
Read Chapter 15 and answer the following questions 1. De.docxShiraPrater50
Read Chapter 15 and answer the following questions
:
1. Describe several characteristics of infants that make them different from other children.
2. What is the feeding challenge in meeting the nutritional needs of an infant?
3. Define
low-birthweight (LBW) infant
.
4. List
nine (9)
problems associated with low birth weight.
5. List
five (5)
reasons a mother may choose formula feeding instead of breast feeding.
6. List
four (4)
steps to safe handling of breast milk.
7. What
two (2)
factors determine safe preparation of formula? Briefly describe each factor.
8. Define
aseptic procedure.
9. Define
distention
and tell what causes distention.
10. Define
regurgitation, electrolytes,
and
developmental or physiological readiness.
11. Why should a bottle
NEVER
be propped and a baby left unattended while feeding?
12. When might an infant need supplemental water?
13. When should solid food be introduced to an infant? What is meant by the infant being developmentally ready?
14. Define
palmar grasp
and
pincer grip.
15. List
ten (10)
common feeding concerns. Pick
ONE
and explain why that is a concern.
Read Chapter 16 and answer the following questions:
1. Describe
toddlers and preschoolers
.
2. Define
neophobic.
3. List
three (3)
things a teacher is responsible for when feeding a toddler. List
two (2)
things for which the child is responsible.
4. Why should you
NOT
try to force a toddler to eat or be overly concerned if children are suddenly eating less?
5. Explain the results of spacing meals
too far apart
and
too close together
.
6. List a
good eating pattern
for toddlers.
7. Name several healthy snack choices for toddlers and young children.
8. List several suggestions for making eating time comfortable, pleasant and safe.
9. What changes about eating habits when a toddler develops into a preschooler?
10. Define
Down syndrome
and
Prader-Willi syndrome.
11. How can parents and teachers promote good eating habits for preschoolers?
12. When and where should rewards be offered?
13. Why should children
not
be encouraged to have a
“clean plate”?
14. List
five (5)
health conditions related to dietary patterns.
15. What is the Physical Activity Pyramid and for what is it designed?
16. List
eight (8)
common feeding concerns during toddler and preschool years. Pick
one and explain
it thoroughly.
https://books.google.com/books/about/Health_Safety_and_Nutrition_for_the_Youn.html?id=7zcaCgAAQBAJ&printsec=frontcover&source=kp_read_button#v=onepage&q&f=false
.
Read Chapter 2 and answer the following questions1. List .docxShiraPrater50
Read Chapter 2 and answer the following questions:
1. List
five (5)
decisions a teacher must make about the curriculum.
2. List
three (3)
ways that all children are alike.
3. List
three (3)
similar needs of young children.
4. Describe the change in thought from age 2 through age 11 or 12.
5. List
four (4)
ways teachers can determine children’s background experiences.
6. List
three (3)
ways to find out children’s interests.
7. List
four (4)
ways to determine the developmental levels and abilities of children.
8. What is P.L. 94-142 and what does it state?
9. List
four (4)
things you need to do as a teacher of special children regarding P.L. 94-142.
10. List
eight (8)
categories of special needs children.
11. List the
eleven (11)
goals of an inclusion program.
12.
List
and
explain three (3)
methods to gain knowledge about the culture and values of a community.
13. Why must teachers of young children understand geography, history, economics and other social sciences?
14. List
six (6)
ways children can assist with planning.
15. List
five (5)
elements that should be included in lessons plans.
16. List
four (4)
main sections that every lesson plan should include regardless of format.
17. Define
behavioral objective.
What
three (3)
questions do behavioral objectives answer?
18. What are
four (4)
goals which can be accomplished through the use of units, projects, and thematic learning?
19. List
three (3)
considerations for selecting themes or topics.
20. After selecting a theme or topic, list
seven (7)
elements that should be included in planning for the theme or unit.
21. List
five (5)
uses for authentic assessment
.
22.
List
and
describe
four (4)
types of assessments.
23. List
five (5)
things you should look for when interviewing children.
24. What are
rubrics
, and how can rubrics be used?
25. What are standardized tests and why might they
not
be useful to teachers of young children?
book
Social Studies for the Preschool/Primary Child
Carol Seefeldt; Sharon D. Castle; Renee Falconer
also you may used any addition
.
Read chapter 7 and write the book report The paper should be .docxShiraPrater50
Read chapter 7 and write the book report
The paper should be single-spaced, 2-page (excluding cover page and references) long, and typed in Times New Roman 12 points. The paper should have a title, and consists of at least two sections: 1) A brief narrative of how an IS/IT is realized, initiated, designed, and implemented in terms of what/when/where/how this happened, and key character players involved in the series of events.
.
Read Chapter 7 and answer the following questions1. What a.docxShiraPrater50
Read Chapter 7 and answer the following questions:
1. What are preschoolers like?
2. Define
large motor, coordination, agility
and
conscience
.
3. What do preschoolers do?
4. What do preschoolers need?
5. Define
sense of initiative, socialized
and
norms
.
6. List the
seven (7)
dimensions of an environment advocated by Prescott.
7. Describe an environment that provides for initiative.
8. List
six (6)
opportunities for children provided through good storage of materials.
9. Define
pictograph
.
10. List
six (6)
environments that foster initiative
.
11. Describe an environment that helps to develop creativity.
12. List
eight (8)
factors for creativity.
13. Describe an environment for learning through play.
14. Where do you begin when deciding how to set up a room?
15. What should you know about pathways in the room?
16. How can you modify a classroom for children with special needs?
17. List
seven (7)
suggestions for welcoming children with special needs.
18. Describe an environment for outdoor play.
19. List
seven (7)
suggestions for an environment that fosters play.
20. How can you plan for safety?
21. Define
interest centers, indirect guidance, private space
and
antibiased
.
22. Describe an environment that fosters self-control.
23. Define
time blocks, child-initiated,
and
teacher-initiated
.
24. List
six (6)
features found in schedules that meet children's needs.
25. List
eight (8)
principles of developmentally appropriate transitions for preschoolers.
26. Define
kindergarten
. Describe kindergarten today.
27. Define
screening, readiness tests, transitional classes
and
retention
.
28. What is the kindergarten dilemma?
29. List
five (5)
inappropriate physical environments for preschoolers.
Read Chapter 8 and answer the following questions:
1. What are primary-age children like?
2. What do primary-age children like to do?
3. Define
peers, sense of industry, competence
and
concrete
.
4. What do primary-age children need?
5. How do primary-age children learn best?
6. What are some of the concerns about public education?
7. Describe an environment for a sense of industry.
8. What is a benefit of the learning-center approach for primary-age children?
9. What is a planning contract?
10. What is an advantage to providing a number of separate learning centers?
11. What is a planning board?
12. Define
portfolio
.
13. How do teachers of primary-age children use portfolios and work samples?
14. What are two large and important learning centers related to literacy?
15. What should a writing center contain?
16. List
four (4)
suggestions for an environment that fosters early literacy.
17. Describe an environment that fosters math understanding.
18. Describe a physical environment that fosters scientific awareness.
19. Describe an environment for relationships.
20. List
five (5)
suggestions for fostering peer- and te.
Read chapter 14, 15 and 18 of the class textbook.Saucier.docxShiraPrater50
Read chapter 14, 15 and 18 of the class textbook.
Saucier Lundy, K & Janes, S.. (2016). Community Health Nursing. Caring for the Public’s Health. (3rd
ed.)
ISBN: 978-1-4496-9149-3
Once done answer the following questions;
1. How the different topics/health issues can be addressed through both professional health promotion and personal health promotion. What is the difference in the approach? How does each approach contribute to the desired effect?
2. Should health insurance companies cover services that are purely for health promotion purposes? Why or why not? What about employers? What are the pros and cons of this type of coverage?
3. What do you think about the role integrating nursing with faith? Is this something you feel is appropriate? When is it appropriate? What types of settings do you feel this would work best in? Do you feel nurses should integrate faith in their nursing practice? Why or why not and how?
4. Have you been a part of a group in which corruption of leadership has occurred? Do you feel it is unavoidable? How did you feel in that particular group?
APA format word document Arial 12 font attached to the forum in the discussion board title "Week 4 discussion questions".
A minimum of 2 evidence based references no older than 5 years old are required besides the class textbook
A minimum of 500 words without count the first and last page are required.
.
Read Chapter 10 APA FORMAT1. In the last century, what historica.docxShiraPrater50
Read Chapter 10 APA FORMAT
1. In the last century, what historical, social, political, and economic trends and issues have influenced today’s health-care system?
2. What is the purpose and process of evaluating the three aspects of health care: structure, process, and outcome?
3. How does technology improve patient outcomes and the health-care system?
4. How can you intervene to improve quality of care and safety within the health-care system and at the bedside?
5. Select one nonprofit organization or one government agencies that influences and advocates for quality improvement in the health-care system. Explore the Web site for your selected organization/agency and answer the following questions: •
What does the organization/agency do that supports the hallmarks of quality? •
What have been the results of their efforts for patients, facilities, the health-care delivery system, or the nursing profession? •
How has the organization/agency affected facilities where you are practicing and your own professional practice?
.
Read chapter 7 and write the book report The paper should b.docxShiraPrater50
Read chapter 7 and write the book report
The paper should be single-spaced, 2-page (excluding cover page and references) long, and typed in Times New Roman 12 points. The paper should have a title, and consists of at least two sections: 1) A brief narrative of how an IS/IT is realized, initiated, designed, and implemented in terms of what/when/where/how this happened, and key character players involved in the series of events.
.
Read Chapter 14 and answer the following questions1. Explain t.docxShiraPrater50
Read Chapter 14 and answer the following questions:
1. Explain the importance of proteins.
2. Define
amino acids, non-essential amino acids, essential amino acids, complete protein,
and
incomplete proteins.
3. Define
complementary proteins
and
supplementary proteins.
4. Why are
vitamins
important?
5. Define
fat soluble
and
water soluble.
6. What is
DNA
?
RNA?
7. Which vitamins play essential roles in the formation of blood cells and hemoglobin?
8. Which vitamins regulate bone growth?
9. Define
collagen.
10. Which vitamins regulate energy metabolism?
11. Define
neuromuscular
and
spina bifida.
12. What are
megadoses
?
13. Define
minerals
and tell why they are important.
14. What minerals support growth?
15. What are the major minerals found in bones and teeth?
16. Why is fluoride added to water supplies of communities? Why is fluoride important?
17. What are the major food sources of
calcium
and
phosphorus
?
18. Define
hemoglobin
. Define
iron-deficiency
anemia
.
19. What are the major food sources of iron?
20. Why is water so important to children? How is water lost and replaced in children?
21. Name
three (3)
problems caused by children drinking too much fruit juice.
https://books.google.com/books/about/Health_Safety_and_Nutrition_for_the_Youn.html?id=7zcaCgAAQBAJ&printsec=frontcover&source=kp_read_button#v=onepage&q&f=false
.
Read Chapter 2 first. Then come to this assignment.The first t.docxShiraPrater50
Read Chapter 2 first. Then come to this assignment.
The first theme of next week's class (Week 2) will be Chapter 2, Concepts of Infectious Disease. I will briefly go through the chapter to make sure that you understand it, and then we will have a discussion.
Since the chapter in the textbook is so full of important concepts, it would be difficult to narrow it down to a single topic for discussion. So I have posted this introduction and 3 separate subtopics. You can choose which one you want to write about. Each student should choose one of these subtopics for your major post. You should write well thought out primary comments on at least one of the points below (150-200 words).
BE SURE TO INCLUDE YOUR NAME AND SUBTOPIC IN THE HEADER FOR YOUR PAPER.
We will discuss each of the subtopics that were chosen by the students. Each of you should take an active role in presenting your topic to the other students. Explain the concept in your own words, or develop it further using a relevant example. As other students present their perspective on the same topic, hopefully an active discussion will take hold. I will jump in only as needed. This format will allow you to develop one subtopic in an active sense, but learn about the others by being drawn into them through other people's discussions.
Choose your subtopic:
Subtopic 1: Factors that affect the spread of epidemics
Question: Explain how the interaction between these factors are relevant to the transmission of AIDS. For example, which of these factors are most critical to the transmission of HIV. Which aren't.
1. Total number of hosts
2. Host’s birth rate
3. Rate at which new susceptible hosts migrate into population
4. Number of susceptible uninfected hosts
5. Rate at which disease can be transmitted from infected to uninfected hosts
6. Death rate of infected hosts
7. The number of infected hosts who survive and become immune or resistant to further infection
Subtopic 2: Acute versus Chronic Infections
Question: Compare the definitions of Acute Infections and Chronic Infections below. Based on what you know about HIV/AIDS at this point, which description most closely matches AIDS? Explain your answer, using evidence from the book to support your position.
What is an acute infection?
1. Produces symptoms and makes a person infectious soon after infection.
2. The infected person may: transmit the disease
die from the infection
recover and develop immunity
3. the acute microorganism
STRIKES QUICKLY
infects entire group (small group)
dies out
What is a chronic infection?
Person may never show symptoms
Person continues to carry infectious agent at a low level
Does NOT mount an effective immune response
Subtopic 3: Controlling infectious disease
Question: Explain what herd immunity is and how it works. Use an example from either the bo.
Journal of Public Affairs Education 515Teaching Grammar a.docxShiraPrater50
Journal of Public Affairs Education 515
Teaching Grammar and Editing in Public
Administration: Lessons Learned from
Early Offerings of an Undergraduate
Administrative Writing Course
Claire Connolly Knox
University of Central Florida School of Public Administration
ABSTRACT
College graduates need to possess strong writing skills before entering the work-
force. Although many public administration undergraduate programs primarily
focus on policy, finance, and management, we fall short of a larger goal if students
cannot communicate results to a variety of audiences. This article discusses the
results of a national survey, which concludes that few undergraduate public affairs
programs require an administrative/technical writing course. Based on pedagogical
theories, this article describes the design of a newly implemented, undergraduate,
administrative writing course. The article concludes with lessons learned, provides
recommendations for programs considering requiring an administrative writing
course, and discusses future research.
Keywords: administrative writing, Plain Language Movement, discourse community,
undergraduate course design
“Administrators not only need to know about communications, they need to
be able to communicate” (Denhardt, 2001, p. 529). Public administration under-
graduate students learn the importance of communication within organizations
in leadership, human resources, or organizational management courses; however,
practical instruction in communication skills, such as effective, audience-centered
writing, are lacking. Scholars (e.g., Cleary, 1990, 1997; Lee, 2000; Raphael &
Nesbary, 2005; Waugh & Manns, 1991) have noted this lack of required commun-
ication and writing courses in public administration curriculum. The majority of
administrative writing literature is from the late 1980s and early 1990s when
universities began implementing Writing Across the Curriculum programs (i.e.,
JPAE 19 (3), 515–536
516 Journal of Public Affairs Education
Londow, 1993; Stanford, 1992). The limited discussions and conclusions coincide
with private and public sector trends—newly hired students’ writing skills are
lacking (Hines & Basso, 2008; National Commission, 2005).
A survey by the National Commission on Writing for America’s Families,
Schools, and Colleges (2005) reported that approximately 80% of public sector
human resource directors seriously considered writing skills when hiring professional
employees and assumed new employees obtained these skills in college. Increasingly,
public managers require employees to attend writing and communication trainings,
which cost governments approximately $221 million annually (National Commis-
sion, 2005). In fact, the public sector (66%) is more likely to send professional/
salaried employees for writing training than the private sector (40%; National
Commission, 2005). Public, private, and nonprofit sector organizations certainly
should cont ...
This document provides guidance on managing suppliers for the TLIR5014 unit. It covers assessing suppliers and building relationships, evaluating delivery against agreements, negotiating with suppliers, resolving disagreements, and reviewing performance. Key areas discussed include developing criteria to evaluate suppliers; maintaining cooperative relationships; establishing performance indicators; developing evaluation methods; managing relationships; and continuously reviewing suppliers for quality, profitability and other metrics. The role of the supply/contract manager and importance of a contract management plan are also outlined.
MBA 6941, Managing Project Teams 1 Course Learning Ou.docxShiraPrater50
The document provides an overview of key concepts and processes related to project scope management and time management. It defines scope management as the processes used to define, control, and validate the work required to successfully deliver a project. It outlines six processes for scope management including planning scope management, collecting requirements, defining scope, creating a work breakdown structure, validating scope, and controlling scope. It also defines seven processes for time management including planning schedule management, defining activities, sequencing activities, estimating activity resources and durations, developing the schedule, and controlling the schedule. The critical path is described as the longest path through a project network diagram that determines the shortest project duration.
Inventory Decisions in Dells Supply ChainAuthor(s) Ro.docxShiraPrater50
Inventory Decisions in Dell's Supply Chain
Author(s): Roman Kapuscinski, Rachel Q. Zhang, Paul Carbonneau, Robert Moore and Bill
Reeves
Source: Interfaces, Vol. 34, No. 3 (May - Jun., 2004), pp. 191-205
Published by: INFORMS
Stable URL: https://www.jstor.org/stable/25062900
Accessed: 13-02-2019 19:24 UTC
JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide
range of content in a trusted digital archive. We use information technology and tools to increase productivity and
facilitate new forms of scholarship. For more information about JSTOR, please contact [email protected]
Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at
https://about.jstor.org/terms
INFORMS is collaborating with JSTOR to digitize, preserve and extend access to Interfaces
This content downloaded from 141.217.20.120 on Wed, 13 Feb 2019 19:24:25 UTC
All use subject to https://about.jstor.org/terms
Interfaces infjIML
Vol. 34, No. 3, May-June 2004, pp. 191-205 DOI i0.1287/inte.l030.0068
ISSN 0092-21021 eissn 1526-551X1041340310191 @ 2004 INFORMS
Inventory Decisions in Dell's Supply Chain
Roman Kapuscinski
University of Michigan Business School, Ann Arbor, Michigan 48109, [email protected]
Rachel Q. Zhang
Johnson Graduate School of Management, Cornell University, Ithaca, New York 14853, [email protected]
Paul Carbonneau
McKinsey & Company, 3 Landmark Square, Stamford, Connecticut 06901, [email protected]
Robert Moore, Bill Reeves
Dell Inc., Mail Stop 6363, Austin, Texas 78682 {[email protected], [email protected]}
The Tauber Manufacturing Institute (TMI) is a partnership between the engineering and business schools at
the University of Michigan. In the summer of 1999, a TMI team spent 14 weeks at Dell Inc. in Austin, Texas,
and developed an inventory model to identify inventory drivers and quantify target levels for inventory in the
final stage of Dell's supply chain, the revolvers or supplier logistics centers (SLC). With the information and
analysis provided by this model, Dell's regional materials organizations could tactically manage revolver inven
tory while Dell's worldwide commodity management could partner with suppliers in improvement projects to
identify inventory drivers and to reduce inventory. Dell also initiated a pilot program for procurement of XDX
(a disguised name for one of the major components of personal computers (PCs)) in the United States to insti
tutionalize the model and promote partnership with suppliers. Based on the model predictions, Dell launched
e-commerce and manufacturing initiatives with its suppliers to lower supply-chain-inventory costs by reducing
revolver inventory by 40 percent. This reduction would raise the corresponding inventory turns by 67 percent.
Net Present Value (NPV) calculations for XDX alone suggest $43 million in potential savings. To ensure project
longevity, Dell formed ...
It’s Your Choice 10 – Clear Values: 2nd Chain Link- Trade-offs - Best Chance of Getting the Most of What You Want.
Narrator: In today's episode, what do I really want? Roger and Nicole discussed the importance of being clear about your values when making a decision in order to give you the best chance of making the most of what you really want. When you understand what you care most about, you can determine which outcomes you prefer as a result of the decision. And, while we frequently can't get everything we want, making tradeoffs is easier when we are clear about our values. Roger: Nicole is something wrong? Nicole: Oh no, not really. I'm just kind of distracted today. See, I finally decided to bite the bullet and buy a car, but I'm having a lot of trouble deciding what to buy. I've been saving for years and I want to make sure I do this right. The problem is that I don't even know where to start. There are so many good cars out there. Roger: I know how tough it can be to try and figure out what you really want it, but you're in luck. On today's show, we're going to be talking about why being clear on your values is so important when making a decision. Nicole: A value is something you want as a result of the decision. Roger: Like when I was trying to decide which college to go to, some of my preferences were to go to a place with a good music program and a D-three basketball team. Nicole: It's funny because when I was looking for a school, I didn't care at all about the basketball team. I was much more interested in theater groups. Roger: and that's fine because values are completely up to the person making the decision. What I want will probably be different from what you want, but I use my values for my decisions and you will use yours for yours. Nicole: I was thinking about asking my friends for their opinions too. Roger: It can be very useful to get input from other people, especially when they're knowledgeable. Just be careful they don't try and talk you into what they want instead of what you wanted. Anyway, have you thought about the things you want the most from the car of your choice? Nicole: Oh sure. There are lots of things like I really want a car I can afford, that gets good gas mileage and is cute safe, a good size and comfortable for my friends. Roger: That's a good start. How about the things you don't want?
Nicole: Well, it has to be reliable. I'll be in a mess if it breaks down. I can't afford a lot of repair bills and I don't want a car that's too big. Roger: That's good. Identifying the things you don't want is just as important as the things you do want. Okay Nicole, now that we have your list, the next step is to ask yourself how important are these things?
Nicole: Well, they're all important.
Roger: Sure, but aren't some more important than others? Nicole: Of course, but I'm not really sure which or which? Roger: A good first step is to identify why something is important to you. For example, is getting good gas ...
MBA 5101, Strategic Management and Business Policy 1 .docxShiraPrater50
MBA 5101, Strategic Management and Business Policy 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
2. Compare and contrast the integral functions of corporate governance.
2.1 Describe the roles and responsibilities of the board of directors in corporate governance.
2.2 Explain the Sarbanes-Oxley Act and its impact on corporate governance.
4. Analyze the processes for formulating corporate strategy.
4.1 Explain the benefits of strategic management.
5. Evaluate methods that impact strategy implementation, such as staffing, directing, and organizing.
5.1 Discuss the strategic audit as a method of analyzing corporate functions and activities.
Reading Assignment
In order to access the following resources, click the links below:
College of Business – CSU. (2016, January 12). MBA5101 Unit I lesson video [YouTube video].
Retrieved from
https://www.youtube.com/watch?v=p5axP8yAmFk&feature=youtu.be&list=PL08sf8iXqZn54RIuJs-
skgp4omxG-UOu5
Click here to access a transcript of the video.
Pomykalski, A. (2015). Global business networks and technology. Management, 19(1), 46-56. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bth&AN=103247112&site=ehost-live&scope=site
Silverstein, E. (2015). Years later, Sarbanes-Oxley is part of how companies do business. Insidecounsel,
26(286), 38-39. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bth&AN=111456112&site=ehost-live&scope=site
Wheelen, T. L., & Hunger, J. D. (1987). Using the strategic audit. SAM Advanced Management Journal,
52(1), 4. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?
direct=true&db=bth&AN=4604880&site=ehost-live&scope=site
Unit Lesson
When founders form companies, they usually focus on the product and the customers they hope to generate.
The founders are usually of the same mindset and intention about what they want their company to do and
how they would like it to grow. What many companies fail to plan for is the inevitable death of one of the
founding members and what that might mean for the vision and purpose of the company. In other words, what
would the management structure resemble if one of the founding partners had to deal with the heir of the
deceased partner?
For example, once, two middle-aged founders focused on the same mission, creating and living by their
cultural values and vision, diligently reaching out to their target market, and productively engaging their
customers. One partner unexpectedly died. After the funeral, the surviving founder finds himself now working
side-by-side with the recently deceased founder’s 17-year-old son or daughter. Very quickly, the surviving
UNIT I STUDY GUIDE
Governance and the Value
of Planning
https:// ...
MAJOR WORLD RELIGIONSJudaismJudaism (began .docxShiraPrater50
MAJOR WORLD RELIGIONS
JudaismJudaism (began circa 1,800 BC)
This was the first monotheistic religion on earth
God is all-powerful with many prophets, Jesus among them
Followers are called Jews, 80% of 14 million total adherents live in U.S. or Israel
Christianity
(began around 30AD)Most followers of any religion: 2 billionMost geographically widespread religionCenters on Jesus Christ as the savior whose sacrificial death forgives/erases Christians’ sinsHalf of global Christians are Catholics (the Americas) and one-fourth are Protestant (Europe and U.S.)
Islam
(began around 615AD)2nd largest world religion: 1.5 billion followersOver 80% are “Sunnis”, 20% are “Shiite”(Iran)Based on the Prophet Muhammad’s teachings & revelations
Green = Sunni
Maroon = Shiite
Buddhism
(began ca. 450 B.C.)Centered in East and Southeast Asia, 400 million followersBased on the example and teachings of Siddhartha Gautama (the Buddha) who lived in eastern India around 500 B.C.Life’s core suffering can be ended by releasing attachment to desires and becoming “awakened”
Taoism
(began ca. 500B.C.)
Lao-Tzu (Laozi) founding spiritualist/philosopher Action through non-action, simplicity, compassion, humility, learning from/oneness with the “Tao” (the force/energy of nature/all things)Practiced mostly in China, but expressed in Western pop culture (Star Wars, yoga, etc.)
HinduismFocused on the enlightened being Krishna who lived 5,000 BPBhagavad Gita religious text composed by one authorPracticed by hundreds of millions, principally in India
Animism/“Primal Indigenous”PolytheisticPracticed largely among tribal groupsEverything in nature, even non-living entities, have a spiritPhysical and spiritual realms are one, which is opposite of Western thinking
Religious Perspectives on the Human/Environment Relationship
Questions
How do you feel about Evolution vs. Creation?
Do you feel that people are more important than animals, plants, and nature?
Do you think about the effects of your lifestyle on the natural world? (trash, CO2, etc)
Do you believe that nature is here to supply man’s needs or that we have a responsibility to tend and care for nature as well?
Your responses…Indicate a position relative to some very old questions!These questions concern the fundamental or essential nature of the world, and as such they affect geographical worldviewsReligious/philosophical worldviews affect how we treat the planet
Man and Nature are Connected
Man and Nature are Separate
Judaism/Christianity/IslamEverything in nature was created by a single supreme being with unlimited powers.Man’s relationship to nature is either dominion or stewardship (but separate from nature either way).Salvation depends on faith and belief (Christianity) so issues like treatment of animals or conservation of resources are of minor ethical importanceEastern religions don’t separate man from nature as much as Abrahamic religions.
Nature as God’s Handiwork“But ...
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.
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
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
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.
Assessment and Planning in Educational technology.pptxKavitha Krishnan
In an education system, it is understood that assessment is only for the students, but on the other hand, the Assessment of teachers is also an important aspect of the education system that ensures teachers are providing high-quality instruction to students. The assessment process can be used to provide feedback and support for professional development, to inform decisions about teacher retention or promotion, or to evaluate teacher effectiveness for accountability purposes.
1. San Joaquin Delta
Community College District
Office of Fiscal Services
5151 Pacific Avenue
Stockton, CA 95207
TO: Board of Trustees
Jeff Marsee Ph.D, Superintendent/President
District Leadership
FROM: Michael Hill, Administrative Consultant
Raquel Puentes-Griffith, Controller
2. SUBJECT: 2011-12 Adoption Budget
The budget development process has been much smoother this
year than last. As you will see from the
presentation materials the changes from tentative to adoption
are smaller in number and less dramatic
than 2010-2011. This is a more typical pattern for the
unrestricted general fund portion of the budget.
The heavy lifting is normally done in preparation for the
tentative budget. We do place added emphasis
on the restricted funds moving from the tentative to adoption
budgets.
For the restricted funds there are no major surprises and with
the effort made during this last year by the
fiscal services staff and program managers the restricted funds
budgets are cleaner and reflect more
clearly the true status of programs.
Regarding the unrestricted general fund we are pleased to report
that there is some revenue improvement
as a result of the state budget that was adopted but at the same
time our estimate of the beginning fund
balance turned out to be higher than the actual results. We will
3. expand on these points in this
memorandum.
We also want to provide you with a sense of what the current
circumstance means for the 2012-2013
fiscal year. It has been the district strategy to approach the
state funding loss in a multi-year plan and the
2011-12 budget represents the first year of the plan.
State Budget
The state budget had to confront a shortfall of $26 billion.
About $13 billion was addressed back in
March through reduced funding of programs, the community
colleges included. This became the best
case scenario in the evaluative process. Facing more cuts to
close the gap for the remaining $13 billion,
extending taxes or a combination of both, the legislature and
governor could not reach agreement on how
to proceed. The process bogged down in the usual political
way.
The “May Revise” is that point where the state measures
revenue flows and makes adjustments to the
revenue estimates for the next year. When that measurement
4. occurred it was determined that the revenue
estimates could be increased which covered a portion of the $13
billion gap. In the final days of June to
get the budget out the door the revenue estimates were
increased further but because there was a sense the
numbers were soft and unlikely to materialize, triggers were
incorporated which would impose mid-year
cuts. The trigger date for making the determination is
December 15, 2011. The triggers are as follows:
Tier 0
If between $3 and $4 billion of the new revenue materializes, no
additional cuts beyond the best case will
be needed.
Tier 1
If the state only generates between $2 and $3 billion of the new
revenue, then community colleges will
lose $30 million of revenue and student fees will increase from
$36 to $46 a unit.
Tier 2
5. If less than $2 billion of the new revenue is received, then
community colleges (in addition to Tier 1
actions) will lose $72 million more in revenue.
District’s Approach
While at the time we prepared the tentative budget we did not
have these details the District did adopt a
strategy which is still consistent with the outcome of the final
state budget. We assumed a revenue loss
greater than the best case but targeted our FTES to achieve the
best case in the event funding did come
through at that level.
Given the uncertainty of the state budget and the fact that we
will not truly know what the budget is until
the year is half over the present strategy is further affirmed.
While this is good to know it still clouds our
ability to have clear direction on what to do about the 2012-
2013 year. It appears we will need to make
budget reductions for 2012-2013 but the ultimate dollar amount
is in question. Further as we look at on-
going expenses for step/column and health benefit cost
increases the intense local budget pressure
remains, absent any new revenues. The District is also mindful
6. of potential items that have budget
implications that are not included in 2011-12, but will have
future budget planning implications and affect
decisions on reduction levels. These are items such as
implementing recommendations of a classification
study, settlement of pending union salary issues and a possible
STRS rate increase.
The Change from Tentative to Adoption Budgets
On the revenue side of the equation the state funding went up
by about $1.3 million from the earlier
estimates. Please note that the District is anticipating state
apportionment at the Tier 2 level. If the final
outcome is better, then clearly that will improve our revenue
position. Based on the assessment from the
Chancellor’s Office, we have also incorporated a .5% one-time
deficit due to the anticipated shortfall in
student fees. Apart from these items, several smaller
adjustments to local revenue were made based on
end-of-year final numbers for 2010-2011. Lottery revenue was
also reduced due to the lower FTES levels
in 2011-12.
We did see a net increase in the expenditure budget due to the
7. unrestricted Lottery funding decrease
related to positions contained in the budget. There were some
minor operational increases that had not
been picked up when the tentative budget was completed. The
administration has been working with the
SERP results to establish what key operational positions needed
to be replaced, which departments
needed to be re-worked and those results are anticipated in the
budget.
One final piece of the expenditure budget has to do with
incorporating carryovers. These are items that
add to the expense budget but cannot be determined until the
books are closed. The prime example is
faculty travel which is governed by the CTA union contract.
There are some other carryovers as well but
this one is the most significant. Up until a year ago, carryovers
were a major problem for managing and
controlling the District budget. They totaled as much as $1.7
million in a recent fiscal year. This made
budget management and projections extremely difficult. Today
automatic carryovers are no longer the
expectation and approved carryovers are more in line with what
8. they should be.
The estimate of the beginning balance at the time of the
tentative budget was $15.4 million. This
estimate seemed to be solid and on target for a number of
months. Even as the District moved toward the
end of the year the data supported that number. Because this is
the first year the District is using new
tools to manage and evaluate the budget, there was no history
on what to expect at year end. June is the
catch up month for transactions since it closes out the year.
There was much greater activity than was
expected and some costs came in higher than anticipated. As a
result instead of a fund balance of $15.4
million, the fund balance is $13.2 million. For next year, the
District will have a better understanding of
the “June dynamic” and anticipate these costs in the modeling.
Further, some of the costs categories
contributing to the affect on fund balance are not expected to do
so next year.
Looking Forward
The state’s financial situation is not as dire as it was but still
contains substantial structural problems. The
9. national economic circumstance suggests that California will
not see a rapid return to prosperity. This
larger picture makes planning for the next couple of years more
difficult. Add to that our own internal
cost pressures and we see tough budget times at least in the
short term.
The District’s fund balance while not at the level we had
anticipated is still very strong and needs to be as
we wrestle with the financial issues confronting us. We need to
begin now planning for the 2012-2013
year even though we lack detailed information about our
funding. The greater control we exercise over
our fate, the better the outcome. As you will see from the
multi-year model, there may still be some
tough decisions ahead.
The Half-full Perspective
The Delta College community worked together to put in place a
reasonable, yet very lean budget for the
2011-12 fiscal year. The District will continue to provide
educational opportunity to more students than
the state will support, in spite of the fiscal downturn. This
budget demonstrated compassion in the way
10. staff reduction goals were achieved. The District has a strong
financial position to take on the next
battering wave of the financial storm and there is still
continuity and integrity in the educational programs
of the District. The strong financial position must be protected
through constant monitoring, exercising
financial prudence and with support of the collective college
community. The District in its approach to
building this budget avoided hysteria and demonstrated a quiet
strength and resolve which goes a very
long way in producing confidence and support for the needed
operational actions.
Attachments Included:
Attachment #
1 Impact of State Triggers on Delta
2 Major Budget Assumptions
3 Changes in Revenues 2011-12 Tentative Budget to 2011-12
Adoption Budget
4 Changes in Expenditures 2011-12 Tentative Budget to 2011-
12 Adoption Budget
5 Impact on Fund Balance
11. 6 All Funds Summary
7 All Funds Description
8 Table of Budgeted Inter-fund Transfers
9 Multi-year Analysis Based on 2011-12 State Approved Budget
Attachment 1
1
2
3
4
5
6
The State will defund the community college system by $517
million. This represents the “Tier 2”
scenario. Impact on the District – a loss of $6M million which
is an estimated 1,240 FTES reduction.
The District will develop an FTES target for 2011-12 closer to
the “Best Case” to protect potential
revenue enhancement. The target will be 15,000 funded FTES.
The budget anticipates mitigation of the deficit created by the
12. state action over a three year period.
Funding reductions to categorical programs will result in
reduced expenditures in those programs.
The budget reflects SERP savings net of backfill costs for key
positions in District operations.
San Joaquin Delta Community College District
2011-12 Adopted Budget
September 13, 2011
General Fund Unrestricted
Major Budget Assumptions
A one-time deficit of .5% of $367k has been included in
anticipation of a System shortfall in student
fees of $25M.
Attachment 2
Funded FTES Revenues
2011-12 Base 16,233 79,458,176$
Funding Reductions enacted March 2011 (1,008) (4,592,698)
Best Case Funding Level for 2011-12 15,225 74,865,478$
Tier 1 Impact - $30 million system loss* - (440,000)
13. Tier 2 Impact - $72 million system loss (232) (1,056,000)
District's Funding at the Tier 2 Level 14,993 73,369,478$
One-time student fee deficit .5% (367,000)
Anticipated 2011-12 Apportionment Funding 73,002,478$
*The Chancellor’s Office has indicated that Tier 1 reductions
will be treated through the deficit
mechanism since it is one-time. This will not reduce the
required level of FTES the district must
generate. It is expected that this will be made up through the
increase of student fees from $36 to
$46 per unit in 2012-13.
Impact of State Triggers on District
September 13, 2011
2011-12 Adopted Budget
San Joaquin Delta Community College District
Attachment 3
2011-12 Tentative Budget Revenues 77,251,900$
Increases to Revenue
14. Tier 2 Apportionment Increase 878,000$
Facilities Event Use 146,000
Community Education 125,000
Worknet Lease, Public Surplus, Ticket Sales 132,300
1,281,300$
Decreases to Revenue
Lottery (156,600)$
Program Customer Service (42,000)
(198,600)$
Net Change from 2011-12 Tentative to 2011-12 Adopted
1,082,700$ 1,082,700
2011-12 Adopted Budget Revenues 78,334,600$
San Joaquin Delta Community College District
2011-12 Adopted Budget
September 13, 2011
General Fund Unrestricted
Changes in Revenue
Attachment 4
15. 2011-12 Tentative Budget Expenditures 80,937,700$
Increases to Expenditures
Lottery Salaries/Benefits 156,600$
Facilities Event Use 100,000
Misc Operations 27,000
Faculty Travel Base 16,200
299,800$
Decreases to Expenditures
Salaries/Benefits Adjmts (105,400)
Community Education, Program Customer Service (84,300)
(189,700)$
Net Change from 2011-12 Tentative to 2011-12 Adopted
110,100 110,100
2011-12 Adopted Budget Expenditures Ongoing 81,047,800$
Faculty Travel Carryover (one-time) 232,000$
Student Material Carryover (one-time) 106,600
2011-12 Adopted Budget Expenditures Ongoing and One-Time
81,386,400$
San Joaquin Delta Community College District
16. 2011-12 Adopted Budget
September 13, 2011
General Fund Unrestricted
Changes in Expenditures
Attachment 5
Fund Balance June 30, 2011 13,202,583$
Adopted Budget Revenues 78,334,600
Adopted Budget Expenditures (81,047,800)
(2,713,200)$ (2,713,200)$
2011-12 Carryovers (one-time) (338,600)$
Projected Ending Fund Balance June 30, 2012 10,150,783$
Net Operating Results for 2011-12 Adopted Budget
(denotes deficit)
San Joaquin Delta Community College District
2011-12 Adopted Budget
September 13, 2011
General Fund Unrestricted
17. Impact on Fund Balance
Attachment 6
Fund Fund Description
Beginning Fund
Balance
Budgeted
Revenues
Budgeted
Expenditures
Projected
Ending Fund
Balance
1100 Unrestricted General 13,202,600$ 78,334,600$
81,386,400$ 10,150,800$
1200 Restricted General 139,700 10,337,000
10,337,000 139,700
2100 Debt Service 17,529,500 3,033,300
3300 Child Development - 1,435,900
1,435,900 -
19. Totals 101,995,000$ 170,724,600$ 235,141,800$
23,257,400$
All Funds Summary
2011-12 Adopted Budget
San Joaquin Delta Community College District
September 13, 2011
Attachment 7
General Fund (11)
General Fund – Restricted (12)
San Joaquin Delta Community College District
2011-12 Adopted Budget
September 13, 2011
All Funds Description
The following fund description overview is based on the
California Community College
Budget and Accounting Manual that prescribes the accounting
practices and uniform coding
for all colleges in the California Community College System.
The General Fund is the primary operating fund of the district.
20. It is used to account for those
transactions that, in general, cover the full scope of operations
of the district (instruction,
administration, student services, maintenance and operations,
etc.). All transactions shall be
accounted for in the General Fund unless there is a compelling
reason (e.g., legal or
contractual requirement) to report them in another fund.
Revenues received by or for a
community college district from State apportionments or county
or local taxes (other than
moneys required to be placed in another fund) shall be
deposited in the General Fund of the
district.
For purposes of flexibility, the district may establish any
number of subfunds or accounts to
constitute its General Fund; however, for financial reporting,
these must be consolidated into
either the Unrestricted Subfund (11) or Restricted Subfund (12).
Division of the General
Fund into two subfunds reflects the need to differentiate truly
discretionary revenue from
restricted revenue, while preserving a complete accounting of
the financial operation and
21. support of educational programs. Accordingly, restricted
revenues (such as those for
categorically-funded programs) are accounted separately from
other general purpose
moneys, but classified as a component of the total fund that
provides instructional and
support services. The General Fund is held in the treasury of the
county having jurisdiction
over the community college district.
The Restricted Subfund is used to account for resources
available for the operation and
support of the educational programs that are specifically
restricted by laws, regulations,
donors, or other outside agencies as to their expenditure. Such
externally imposed
restrictions are to be contrasted with internally created
designations imposed by the
governing board on unrestricted moneys. In general,
unrestricted moneys can be used for
any legal purpose deemed necessary. Restricted moneys are
from an external source that
requires the moneys be used for specific purpose(s).
Moneys such as matching contributions for categorical
22. programs are unrestricted, but may
be designated by the governing board for those purposes.
Moneys designated as matching
contributions should be maintained in the General Fund,
Unrestricted Subfund.
Circumstances and evidence relative to restrictions may not
always be clear. The district
should seek Chancellor’s Office, legal, and/or contracted
auditor consultation as needed.
Attachment 7
Bond Interest and Redemption Fund (21)
Child Development Fund (33)
Redevelopment Fund (39)
Capital Projects Fund (41)
Measure L Bond Fund (42)
Bookstore Fund (51)
This fund is to be used only to record transactions related to the
receipt and expenditure of
local revenues derived from the property tax levied for the
payment of the principal and
23. interest on outstanding bonds of the district. The fund shall be
established and maintained in
the appropriate county treasury.
The Child Development Fund is the fund designated to account
for all revenues for, or from
the operation of, child care and development services, including
student fees for child
development services. Costs incurred in the operation and
maintenance of the child care
and development services are paid from this fund. This fund is
established and maintained
in the appropriate county treasury.
This fund is used to account for all other specific revenue
sources that are legally restricted
to expenditures for specified purposes that are not an integral
part of the district’s
instructional or administrative and support operation (e.g.,
dormitory replacement). This fund
may be established and maintained in the county treasury or, as
an alternative, the
governing board may establish a bank account with a financial
institution for each such fund
established.
24. The Capital Outlay Projects Fund is used to account for the
accumulation and expenditure
of moneys for the acquisition or construction of significant
capital outlay items, and
Scheduled Maintenance and Special Repairs (SMSR) projects.
The Capital Outlay Projects
Fund is used to account for the receipt and expenditure of
proceeds from the sale of district
bonds authorized pursuant to Education Code Section 15100 et
seq. In general, this fund
shall be established and maintained in the appropriate county
treasury and moneys shall be
used only for capital outlay purposes.
The Revenue Bond Construction Fund is used for acquisition or
construction. The Revenue
Bond Construction Fund is the fund designated in Education
Code Section 81961 for the
deposit of proceeds from the sale of all community college
revenue bonds authorized under
the provisions of Education Code Section 81901. Such deposits
are used to meet the costs
of acquisition or construction and all expenses of authorized
projects (i.e., dormitories or
other housing facilities, boarding facilities, student union or
25. student activity facilities, vehicle
parking facilities, or any other auxiliary or supplementary
facilities as authorized). Proceeds
from the sale of such bonds are deposited with the county
treasurer and, upon order of the
county auditor, credited to the district’s Revenue Bond
Construction Fund.
The Bookstore Fund is the fund designated to receive the
proceeds derived from the
district’s operation of a community college bookstore pursuant
to Education Code Section
81676 when it is the intent of the governing board to recover, in
whole or in part, the costs of
providing the services. All necessary expenses, including
salaries, wages, and cost of
capital improvement for the bookstore may be paid from
generated revenue.
Attachment 7
Food Service Fund (52)
Self Insurance Fund (61)
Associated Students Trust Fund (71)
26. Student Representation Fee Trust Fund (72)
Student Financial Aid Trust Fund (74)
Scholarship and Loan Trust Fund (75)
Other Trust Funds (79)
The Scholarship and Loan Trust Fund is used to account for
such gifts, donations,
bequests, and devises (subject to donor restrictions) which are
to be used for scholarships
or for grants in aid and loans to students. The Scholarship and
Loan Trust Fund may be
established and maintained in the country treasury.
Other Trust Funds are used to account for all other moneys held
in a trustee capacity by the
college or district for individuals, organizations, or clubs. Such
funds may be established and
maintained in the appropriate country treasury, or as an
alternative, the governing board
may establish a bank account for each trust.
The Cafeteria Fund is the fund designated to receive all moneys
from the sale of food or for
any other services performed by the cafeteria when it is the
intent of the governing board to
27. recover, in whole or in part, the costs of providing the services.
Costs incurred in the
operation and maintenance of such cafeteria are paid from this
fund. The term “cafeteria” as
used in this section is considered synonymous with the term
“food service.”
The Self-Insurance Fund is the fund designated by Education
Code Section 81602 to
account for income and expenditures of self-insurance programs
authorized by Education
Code Section 72506(d). This fund is maintained in the county
treasury and used to provide
for payments on deductible types of insurance policies, losses
or payments arising from self-
insurance programs, and losses or payments due to noninsured
perils.
The Associated Students Trust Fund is used to account for
moneys held in trust by the
district for organized student body associations (excluding
clubs) established pursuant to
Education Code Section 76060. The governing board must
provide for the supervision of all
moneys raised by any student body or student organization
using the name of the college.
28. The Student Representation Fee Trust Fund is used to account
for moneys collected
pursuant to Education Code Section 76060.5 that provides for a
student representation fee
of one dollar per semester if approved by two-thirds of the
students voting in the election.
The fee is to be expended to provide for the support of
governmental affairs
representatives who may be stating their positions and
viewpoints before city, county, and
district governments and before offices and agencies of the
State government. A student
may, for religious, political, financial or moral issues, refuse to
pay the student
representation fee. Fees collected shall be under the custody of
the district's chief fiscal
officer.
The Student Financial Aid Trust Fund is used to account for the
deposit and direct payment
of government-funded student financial aid, including grants
and loans or other moneys
intended for similar purposes and the required district matching
share of payments to
students. The Student Financial Aid Trust Fund may be
29. established and maintained in the
county treasury.
Attachment 8
Transfers Out from Unrestricted General Fund Totaling
$220,000
1 Transfer of $220,000 to Child Development Fund for
operational support costs.
Increase to Fund 33 Child Development Fund 220,000$
Decrease to Fund 11 General Unrestricted Fund (220,000)$
Transfers Out from Bookstore Fund Totaling $412,803.
2
Increase to Fund 52 Food Service Fund 102,142$
Decrease to Fund 51 Bookstore Fund (102,142)$
3
Increase to Fund 11 General Unrestricted Fund 310,661$
Decrease to Fund 51 Bookstore (310,661)$
San Joaquin Delta Community College District
2011-12 Adopted Budget
30. September 13, 2011
Table of Inter-Fund Budgeted Transfers
Transfer of $310,661 to General Fund for support salaries and
benefits.
Transfer of $102,142 to Food Service Fund for operational
support
costs.
Attachment 9
State Legislated Version
FTES loss of 1,240
Unrestricted General Fund
Reflects Tier 2 of Enacted State Budget
FY 11-12 FY 12-13 FY 13-14 FY 14-15
Budgeted Revenue 84,653,000$ 78,334,600$ 79,141,600$
Adjustments 136,600
Anticipated deficit in 11-12 .5% (367,000) 367,000
Restore Tier 1 440,000
State take away $517 million, Tier 1 and 2 (6,088,000)
31. Revised Revenue 78,334,600$ 79,141,600$ 79,141,600$
Budgeted On going Expenses 81,047,800$ 81,047,800$
79,928,800$
Step/Column Increases 655,000 655,000
Health Benefits Cost Increases 1,200,000 1,200,000
2nd half year of Pershing Lease (174,000)
Balance of SERP savings (300,000)
Revised expenditures 81,047,800$ 82,428,800$ 81,783,800$
Carryovers One Time 338,600$
Revenue less Expense (3,051,800)$ (3,287,200)$
(2,642,200)$ 257,800$
Planned Expenditure Reductions* 2,500,000 2,700,000
Beginning fund balance 13,202,583$ 10,150,783$ 9,363,583$
9,421,383$
Estimated Ending Balance 10,150,783 9,363,583
9,421,383
Amount of Fund Balance Spent (3,051,800)$ (787,200)$
57,800$
District General Reserve 5% 4,052,390 4,121,440
4,089,190
Difference 6,098,393$ 5,242,143$ 5,332,193$
32. * 2011-12 budget totals include reductions of $2.75 million
San Joaquin Delta Community College District
Budget Planning Scenarios
September 13, 2011
2011-12 Fiscal Year and Beyond
Please note the figures used are estimates based on current
information and subject to change. Potential and significant
costs
such as recommendations of a districtwide classification study,
pending CTA salary issue, CalSTRS increase and other
increases
will affect fund balance and could increase planned expenditure
reductions.
Actual Adopted Adopted
2010-11 2010-11 2011-12
Federal 44,873$ 69,629$ 69,629$ 0.0%
State 55,794,560 50,777,712 48,591,478 -4.5%
Local 29,119,697 31,317,302 29,342,849 -6.7%
Transfers In 650,413 310,661 330,661 6.0%
33. Total Revenue 85,609,543$ 82,475,304$ 78,334,617$
-5.3%
Certificated Salaries 30,831,719$ 31,529,514$
30,793,405$ -2.4%
Classified Salaries 17,973,485 19,446,646 19,069,175
-2.0%
Benefits 20,202,957 21,542,745 20,150,795 -6.9%
Supplies 1,176,276 1,739,482 1,441,297 -20.7%
Other Operating Expense 10,284,007 10,589,443 9,154,315
-15.7%
Capital Outlay 774,810 682,812 557,391 -
22.5%
Transfers/Other Outgo 1,786,729 707,307 220,105
-221.3%
Total Expenditures 83,029,983$ 86,237,949$
81,386,483$ -6.0%
Net Operating Results
Revenue - Expenditures
( ) denotes a deficit 2,579,560$ (3,762,645)$
(3,051,866)$
Beginning Fund Balance 10,623,023$ 10,623,023$
13,202,583$
Ending Fund Balance
After operating results
34. ( ) denotes a deficit 13,202,583$ 6,860,378$
10,150,717$
Variance
Adopted 2011 to
2012
San Joaquin Delta Community College District
Adopted Budget - General Fund Unrestricted
2011-12
Actual Adopted Adopted
2010-11 2010-11 2011-12
Federal 2,728,442$ 3,462,707$ 2,124,233$ -63.0%
State 6,919,935 7,769,914 7,174,331 -8.3%
Local 1,054,988 989,589 1,038,427 4.7%
Transfers In 166,821 100,000 -
0.0%
Total Revenue 10,870,186$ 12,322,210$ 10,336,991$
-19.2%
Certificated Salaries 1,368,781$ 1,286,718$ 1,162,499$
-10.7%
Classified Salaries 2,959,116 3,486,714 3,134,292
35. -11.2%
Benefits 1,243,116 1,425,977 1,453,310 1.9%
Supplies 446,597 340,718 255,513 -
33.3%
Other Operating Expense 1,561,460 3,027,287
2,533,561 -19.5%
Capital Outlay 2,279,812 1,950,409 1,145,721 -
70.2%
Transfers/Other Outgo 871,597 804,387 652,095
-23.4%
Total Expenditures 10,730,479$ 12,322,210$
10,336,991$ -19.2%
Net Operating Results
Revenue - Expenditures
( ) denotes a deficit 139,707$ -$ -$
Beginning Fund Balance -$ -$
139,707$
Ending Fund Balance
After operating results
( ) denotes a deficit 139,707$ -$ 139,707$
Variance
Adopted 2011 to
2012
36. San Joaquin Delta Community College District
Adopted Budget - General Fund Restricted
2011-12
Actual Adopted Adopted
2010-11 2010-11 2011-12
Federal Food Program 93,079$ 105,803$
109,992$ 3.8%
Federal Child Care Access - - -
0.0%
Federal/State Other Grants 912 4,189
50,000 0.0%
State Meal Reimbursement 4,932 5,885
5,885 0.0%
General Childcare 341,381 511,620 366,313
-39.7%
State Preschool 626,515 650,000 640,000
-1.6%
State Other - 3,506 3,506
0.0%
Interest 2,213 500 154 -
224.7%
37. Parent Fees 20,795 40,000 40,000
0.0%
Other Revenue 950 - -
0.0%
Transfer From General Fund* 398,119 600,000
220,000 -172.7%
Total Revenue 1,488,896$ 1,921,503$ 1,435,850$
-33.8%
Salaries 991,911$ 1,165,129$ 821,476$ -
41.8%
Benefits 445,825 519,255 472,326 -
9.9%
Supplies 4,507 10,795 4,006 -
169.5%
Food Supplies 44,154 99,978 80,000
-25.0%
Operating Expenses 2,226 3,042 3,042
0.0%
Indirect - 120,904 - 0.0%
New Equipment 273 2,400 5,000
52.0%
Building Improvements 50,000 100.0%
Transfers Out - - -
0.0%
38. Total Expenditures 1,488,896$ 1,921,503$ 1,435,850$
-33.8%
Net Operating Results
Revenue - Expenditures
( ) denotes a deficit -$ -$ -$
Beginning Fund Balance -$ -$ -$
Ending Fund Balance
After operating results
( ) denotes a deficit -$ -$ -$
Variance
Adopted 2011 to
2012
San Joaquin Delta Community College District
Adopted Budget - Child Development Center Fund
2011-12
Actual Adopted Adopted
2010-11 2010-11 2011-12
Crop Sales 194,256$ 190,000$ 190,000$
0.0%
Total Revenue 194,256$ 190,000$ 190,000$
40. Ending Fund Balance
After operating results
( ) denotes a deficit 97,449$ 80,316$ 97,449$
Variance
Adopted 2011 to
2012
San Joaquin Delta Community College District
Adopted Budget - Farm Fund
2011-12
Actual Adopted Adopted
2010-11 2010-11 2011-12
Local 301,496$ 450,200$ 300,000$ -50.1%
Interest 15,828 - 16,000
Total Revenue 317,324 450,200 316,000
-42.5%
Health & Safety
Improvement -$ 3,290,525$ 1,000,000$
-229.1%
Stockton Restroom
Renovations - - 1,700,000
100.0%
41. Total Expenditures -$ 3,290,525$
2,700,000$ -21.9%
Net Operating Results
Revenue -
Expenditures
( ) denotes a deficit 317,324$ (2,840,325)$
(2,384,000)$
Beginning Fund
Balance 2,890,525$ 2,890,525$ 3,207,849$
Ending Fund Balance
After operating results
( ) denotes a deficit 3,207,849$ 50,200$ 823,849$
Adopted Budget - Redevelopment District Agency (RDA) Fund
2011-12
San Joaquin Delta Community College District
Variance
Adopted 2011
to 2012
Actual Adopted Adopted
2010-11 2010-11 2011-12
State Construction Grant 14,046,587$ 17,115,903$
42. 3,080,447$ -455.6%
Scheduled Maintenance - 52,643 52,643
0.0%
Interest 4,474 12,000 5,000 -
140.0%
Local Revenue 308,193 0.0%
Interfund Transfer - - -
0.0%
Total Revenue 14,359,254$ 17,180,546$ 3,138,090$
-447.5%
Capital Outlay 14,893,093$ 19,037,020$ 4,460,725$
-326.8%
Total Expenditures 14,893,093$ 19,037,020$ 4,460,725$
-326.8%
Net Operating Results
Revenue - Expenditures
( ) denotes a deficit (533,839)$ (1,856,474)$
(1,322,635)$
Beginning Fund Balance 1,856,474$ 1,856,474$
1,322,635$
Ending Fund Balance
After operating results
( ) denotes a deficit 1,322,635$ -$ -$
43. San Joaquin Delta Community College District
Adopted Budget - Capital Projects Fund
2011-12
Variance
Adopted 2011
to 2012
Actual Adopted Adopted
2010-11 2010-11 2011-12
Measure L Bond - Series A,
B and Refunding -$ 67,999,418$ 67,999,418$
0.0%
Interest 374,199
Total Revenue 374,199$ 67,999,418$ 67,999,418$
0.0%
Capital Outlay 11,086,173$ 136,207,690$ 125,495,716$
-8.5%
Total Expenditures 11,086,173$ 136,207,690$
125,495,716$ -8.5%
Net Operating Results
Revenue - Expenditures
( ) denotes a deficit (10,711,974)$ (68,208,272)$
(57,496,298)$
44. Beginning Fund Balance 68,208,272$ 68,208,272$
57,496,298$
Ending Fund Balance
After operating results
( ) denotes a deficit 57,496,298$ -$ -$
San Joaquin Delta Community College District
Adopted Budget - Measure L Bond Fund
2011-12
Variance
Adopted 2011 to
2012
San Joaquin Delta College
Measure L Bond Program
Financial Report as of 06/30/11
2005 Series A Release 90,000,000$
Series A Premium 1,809,984
Series A Interest 10,006,332
2006 Series A Refunded 15,500,000
Series A Refunded Premium 1,162,080
Series A Refunded Interest 1,872,409
2008 Series B Release 92,000,582
Series B Premium 2,405,257
Series B Interest 2,416,093
45. Budget to Date 217,172,737$
Future Releases 67,999,418
285,172,155$
Total Bond Program Expenditures
Total Bond Program
Budget Reconciliation
Total Bond Program Budget
FY
0
4-
05
FY
0
5-
06
FY
0
6-
07
FY
0
47. 13,869,194$ 30,362,081$ 31,608,781$ 6,607$
101,815,988$
2006 Measure L Refunded - 1,162,080
117,324 577,169 1,786,567 5,849,812 3,816,635
13,309,587
2008 Measure L Series B - - -
- 16,460,586 20,820,740 7,269,538
44,550,864
17,935,370$ $ 9,196,035 13,986,518$ 30,939,250$
49,855,934$ 26,677,159$ 11,086,173$ 159,676,439$ Total
Bond Program Expenditures
Program to Date
Budget
Project Expenditures by Category
Projects B
oa
rd
A
pp
ro
ve
d
Si
te
A
51. DeRicco Student Services 29,465,000 118,908
1,276,394 1,017,081 2,654,579 22,951,927 826,375
28,845,264
District Data Center 11,589,000 18,000 203,060
575,799 1,155,509 7,497,032 638,184
10,087,584
Facilities Master Plan 300,000 270,543 270,543
Football Track PG 5,016,000 80,718 164,524
424,554 140,502 4,181,647 11,000 5,002,945
Forum Renovations 3,890,623 -
Goleman LRC 12,081,500 14,241 561,858
1,060,997 2,123,828 6,894,559 827,709
11,483,192
Holt/Budd Shop Renovations 46,000,000 10,000
10,000
Infra - Energy Mgmt System 1,000,000 112
829,401 62,476 891,989
Infra - Low Voltage 3,607,000 43,380 95,322
332,337 311,150 221,199 164,546 1,167,934
Math & Science Reserve 3,042,676
*Lodi Outreach Facility 12,257,324 15,300,000 16,515
16,515
Manteca Barn/Shade/Fence 720,000 10,637 24,129
34,766
Math & Science 46,874,311 292,949 1,239,806
3,786,495 1,721,340 5,342,763 12,383,353
Phelps Police Building Services 1,265,000 (71)
31,557 130,870 546,103 202,054 910,513
Shima CAT Program 13,300,000 6,721 624,150
414,254 152,543 3,101 1,200,769
Softball Field - Parking PT 4,247,000 66,054
156,392 372,485 152,402 3,473,224 9,000
4,229,557
South Campus MH On-Site 13,138,991 673,556 385,024
650,262 1,127,140 6,590,414 11,135 9,437,531
Valley Springs 30,000 21,855 21,855
52. Reserve for Arbitrage Interest Rebate 989,769 842,866
842,866
Program Contingency 2,676,535 (3,725) (3,725)
Cost of Issuance 5,377,321 5,377,321 5,377,321
Debt Reduction 11,941,892 11,941,892 11,941,892
-
Total Current Projects 234,378,942$ 1,307,806$ 4,205,008$
9,233,813$ 11,704,448$ 61,539,190$ 2,734,607$
18,158,354$ 108,883,226$
Total Closed Out Projects 50,793,213$ 13,096,268$
5,646,613$ 6,716,587$ 2,465,802$ 18,397,602$ 4,470,341$
-$ 50,793,213$
Measure L Bond Program 285,172,155$ 14,404,074$
9,851,621$ 15,950,400$ 14,170,250$ 79,936,792$ 7,204,948$
18,158,354$ 159,676,439$
* FMP Approved Project(s) listed above are comprised of
multiple current budget amounts.
A
ct
iv
e
San Joaquin Delta College
Bond Budget Reconciliation
Measure L Bond, Refunded and State Funds
53. as of 06/30/11
Projects
Bond
Budget
State
Budget Total Budget
Budd Remediation (Title IX) 869,000 -
869,000
Central Plant Upgrade 4,100,000 -
4,100,000
Danner Safety Issues 600,000 - 600,000
DeRicco Student Services 29,465,000 -
29,465,000
District Data Center 11,589,000 -
11,589,000
Facilities Master Plan 300,000 - 300,000
Football Track PG 5,016,000 - 5,016,000
Forum Renovations 3,890,623 3,890,623
Goleman LRC 12,081,500 8,504,000 20,585,500
Holt/Budd Shop Renovations 46,000,000 46,000,000
54. Infra - Energy Mgmt System 1,000,000 -
1,000,000
Infra - Low Voltage 3,607,000 -
3,607,000
Lodi Outreach Facility 12,257,324 -
12,257,324
Manteca Barn/Shade 720,000 - 720,000
Math & Science 46,874,311 22,277,963 69,152,274
Math & Science Reserve 3,042,676 3,042,676
Phelps Police Building Services 1,265,000 -
1,265,000
Shima CAT Program 13,300,000 -
13,300,000
Softball Field - Parking PT 4,247,000 -
4,247,000
South Campus MH On-Site 13,138,991 -
13,138,991
Stockton Refurbishments 26,500 -
26,500
Stkn Restroom Renovations - -
Valley Springs 30,000 30,000
Program Contingency 2,676,535 -
55. 2,676,535
Reserve for Arbitrage Interest Rebate 989,769 -
989,769
Cost of Issuance 5,377,321 - 5,377,321
Debt Reduction 11,941,892 - 11,941,892
Total Active Projects 234,405,442$ 30,781,963$
265,187,405$
Total Closed Out Projects 50,766,713 17,119
50,783,832
Total Budget 285,172,155$ 30,799,082$ 315,971,237$
A
c
ti
v
e
San Joaquin Delta College
Measure L Bond Program
Program Contingency Summary
as of 06/30/11
Closed Project Name
56. Board Approved
Budget
Total
Expenditures
Excess Budget
to Contingency
Stkn Refurbishments 2,000,000$ (26,500)
1,973,500$
2,000,000$ (26,500)$ 1,973,500$
Beginning Contingency Balance from Q3-11 328,836$
Stkn Refurbishments 1,973,500
Interest Revenue Refunding Series A 57,707
Interest Revenue Series B 316,492
Ending Contingency Balance as of 06/30/11 2,676,535$
San Joaquin Delta College
Measure L Bond Program
Active Project Reference to Ballot Language
as of 06/30/11
57. 1 2 3 4 5
Ref Active Projects Budget / Actual Other
Repair leaky
roofs, decaying
walls, electrical
wiring
Improve fire
safety
Remove
asbestos
Expanding/establishing
Stockton, Manteca,
Tracy, Lodi/Galt, Foothill
area
campuses/education
centers
Upgrading,
acquiring,
58. constructing,
equipping
buildings, sites,
classrooms
5 Budd Remediation (Title IX) 869,000.00$ -$ -$
-$ -$ -$ 648,926.00$
5 Central Plant Upgrade 4,100,000 4,079,193
5,2 Danner Safety 600,000 2,443
5 DeRicco Student Services 29,465,000 28,845,264
5 District Data Center 11,589,000 10,087,584
2,1,5,4
Facilities Master Plan 300,000 270,543
5 Football Track PG 5,016,000 5,002,945
5 Forum Renovations 3,890,623
5 Goleman LRC 12,081,500 11,483,192
5,3 Holt/Budd Shop Renovations 46,000,000 10,000
5 Infra - Energy Mgmt System 1,000,000 891,989
5 Infra - Low Voltage 3,607,000 1,167,934
4 Lofi Outreach Facility 12,257,324 16,515
59. 4 Manteca Barn/Shade 720,000 34,766
5 Math & Science 46,874,311 12,383,353
5 Math & Science Reserve 3,042,676
5 Phelps Police Building Services 1,265,000 910,513
5 Shima CAT Program 13,300,000 1,200,769
5 Softball Field - Parking PT 4,247,000 4,229,557
4 South Campus MH On-Site 13,138,991 9,437,531
4 Valley Springs 30,000 21,855
Reserve for Arbitrage Interest
Rebate 989,769 842,866
Program Contingency 2,676,535 (3,725)
Cost of Issuance 5,377,321 5,377,321
Debt Reduction 11,941,892 11,941,892
Closed Projects 50,793,213 398,858 1,665,270
805,471 27,484,582 20,439,032
Measure L Bond Program 285,172,155$ 18,158,354$
398,858$ 1,665,270$ 805,471$ 37,265,792$
101,382,694$
Measure L Bond Total Expenditures 159,676,439$
60. Measure L Ballot Language
San Joaquin Delta Community College District College
Capital Projects, Measure L Bond, and Redevelopment Funds
Project List
6/30/2011
Beginning Fund Budgeted Budgeted
Projected
Ending Fund
Balance Other Total Balance
Measure L Bond - Series A, B and Refunding 57,496,298$
67,999,418$ 125,495,716$ -$
-
Stkn Restroom Renovations (RDA Funds) 1,700,000
1,700,000 -
Health & Safety Improvements (RDA Funds) 1,000,000
1,000,000 -
RDA Unallocated 507,849 316,000 823,849
-
09 Pool Replaster & Repair Phase II 52,643 52,643
61. 105,286 -
Goleman LRC - Construction 37,772 37,772 -
Cunningham Math & Sci - Construction 3,042,675 3,042,675
-
Student Services System 721,376 721,376 -
Timekeeping System 126,180 126,180 -
Artificial Turf 65,000 65,000 -
Energy Savings 285,595 285,595 -
Loading Dock Repair 1,200 1,200 -
Upgrade Mailboxes 35,139 35,139 -
Capital Projects Unallocated 35,502 5,000
40,502 -
Total Projects 62,026,782$ 71,453,508$ 132,656,441$
823,849$
Actual Adopted Adopted
2010-11 2010-11 2011-12
Book Sales 5,287,810$ 6,828,201$ 4,775,655$ -
43.0%
Merchandise Sales 1,189,405 1,287,288 1,085,909
-18.5%
66. Other Expense 8,932 52,300 37,950
-37.8%
Non-Consumable Supplies - 3,500 -
0.0%
New Equipment 4,043 1,000 100.0%
Depreciation 3,652 3,800 3,800
0.0%
Total Expenditures 1,580,624$ 1,695,566$ 1,353,142$
-25.3%
Net Operating Results
Revenue - Expenditures
( ) denotes a deficit (457,452)$ (245,960)$
(102,142)$
Trfr From Bookstore 457,452 245,960 102,142
-140.8%
Beginning Fund Balance -$ -$ -$
Ending Fund Balance
After operating results
( ) denotes a deficit -$ -$ -$
San Joaquin Delta Community College District
Adopted Budget - Food Service Fund
2011-12
67. Variance
Adopted 2011 to
2012
Actual Adopted Adopted
2010-11 2010-11 2011-12
Interest 12,779$ 17,840$ 13,000$ -
37.2%
Contributions from Other
Funds 1,982,666 1,714,250 1,706,000 -0.5%
Transfers In 975,000 - -
0.0%
Total Revenue 2,970,445$ 1,732,090$ 1,719,000$
-0.8%
Insurance Premiums 610,123$ 651,638$ 694,400$
6.2%
Other Operating Expense 2,778,970 1,209,665
979,600 -23.5%
Equipment 29,293 28,083 45,000
37.6%
Transfers Out 250,000 - -
0.0%
Total Expenditures 3,668,386$ 1,889,386$ 1,719,000$
68. -9.9%
Net Operating Results
Revenue - Expenditures
( ) denotes a deficit (697,941)$ (157,296)$ -$
Beginning Fund Balance 699,585$ 699,585$ 1,644$
Audit Adjustment -$
Ending Fund Balance
After operating results
( ) denotes a deficit 1,644$ 542,289$ 1,644$
Variance
Adopted 2011 to
2012
San Joaquin Delta Community College District
Adopted Budget - Self Insurance Fund
2011-12
Laramie County
Community College
BUDGET STUDY SESSION
Community College District’s Annual Budget
For Fiscal Year
69. Beginning July 1, 2012, and Ending June 30, 2013
Presented to the Board of Trustees on April 4, 2012
TM
2012-13 OPERATING BUDGET
TABLE OF CONTENTS
MEMBERS
Board of Trustees
...............................................................................................
......................... 3
President’s Cabinet
...............................................................................................
...................... 3
INTRODUCTION
Memorandum from the President
......................................................................................... ......
4
Percent of Budget in Support of the Strategic Directions Pie
Chart ........................................... 8
Enrollment..............................................................................
..................................................... 9
70. Comparative Expenditures Per Student FTE
............................................................................ 10
Expenditures by Program
............................................................................................ ...
.......... 11
Expenditures by Program / FY 2012 Budget
............................................................................ 12
Comparative Revenue Per Student FTE
................................................................................... 13
OPERATING FUNDS
Estimated Funds Available
...............................................................................................
........ 14
Proposed Distribution
...............................................................................................
................ 15
Proposed One-Time Expenses
...............................................................................................
... 17
Revenues
...............................................................................................
.................................... 18
Expenditures
...............................................................................................
.............................. 19
71. Pie Chart - Revenue and Expenditures
..................................................................................... 21
Summary
...............................................................................................
.................................... 22
ONE MILL
Revenue..................................................................................
................................................... 23
Expenditures
...............................................................................................
.............................. 24
Pie Chart – Revenue and Expenditures
..................................................................................... 25
Summary
...............................................................................................
.................................... 26
AUXILIARY FUND
Revenue..................................................................................
................................................... 27
Expenditures
...............................................................................................
.............................. 28
Pie Chart – Revenue and Expenditures
73. ................................................... 34
Expenditures
............................................................................................ ...
.............................. 35
Pie Chart – Revenue and Expenditures
..................................................................................... 36
Summary
...............................................................................................
.................................... 37
ENDOWMENT FUND
Revenue..................................................................................
................................................... 38
Expenditures
...............................................................................................
.............................. 38
Pie Chart – Revenue and Expenditures
..................................................................................... 39
Summary
...............................................................................................
.................................... 40
PLANT FUND
Revenue..................................................................................
................................................... 41
74. Expenditures
...............................................................................................
.............................. 42
Pie Chart –
Revenue..................................................................................
................................ 44
Summary
...............................................................................................
.................................... 45
FUND BUDGET SUMMARY
Summary
...............................................................................................
.................................... 46
Pie
Chart......................................................................................
.............................................. 47
FY 2012-13 Operating Budget 3 April 4, 2012
BOARD OF TRUSTEES
Greg Thomas, Chairman
75. Carol Merrell, Vice Chairwoman
Ed Mosher, Treasurer
Dr. Kevin Kilty, Secretary
Bill Dubois
John R. Kaiser
Brenda Lyttle
PRESIDENT’S CABINET
Dr. Joseph Schaffer, President
Dr. Marlene Tignor, Vice President, Instructional Services
Carol Hoglund, Vice President, Administration and Finance
Dr. Grant Wilson, Interim Vice President, Student Services
Stan Torvik, Vice President, Workforce and Community
76. Development
Lisa Murphy, Executive Director of Public and Governmental
Relations
Peggie Kresl-Hotz, Executive Director, Human Resources
Tom Bradley, Executive Director, Foundation
FY 2012-13 Operating Budget 4 April 4, 2012
MEMORANDUM
To: Laramie County Community College Board of Trustees
From: Dr. Joe Schaffer, President
Date: March 28, 2012
RE: Proposed FY13 Budget
On behalf of the faculty, staff, and students at Laramie County
77. Community College (LCCC), it is my
pleasure to present you with our proposed budget for the
2012/2013 Fiscal Year. In the next few pages
of this memorandum, I want to share with you the broad context
in which we developed this budget, as
well as illustrating how it adheres to the parameters of our
social, fiscal, and political environments,
meets your expectations and priorities, and ultimately aligns
with your strategic plan and the direction
you provided me early in my tenure here at LCCC.
State Context
Over the past decade, the Wyoming state standard budget has
nearly doubled. In his budget proposal
1
,
Governor Matt Mead stated this rapid growth “needs to be
reversed and funding stabilized at a
sustainable level.” This is the same tenor in which the Joint
Appropriations Committee (JAC) took up
its work in mid-January. Unfortunately, as a result of projected
decreases in the price of natural gas, an
estimated decrease of $100 million in State revenue prompted
the Governor to recommend $64 million
78. in cuts to his original budget.
The Governor’s original budget proposed a relatively flat
standard budget for Wyoming’s community
colleges, as well as $14.4 million in enrollment growth funding.
As a result of the decreased revenue
estimates, he recommended the JAC reduce that amount to $8.8
million. The JAC completely
eliminated all enrollment growth funding in the budget it
advanced to the Legislature. However, the
Legislature restored $7.5 million of enrollment growth funding
in the budget bill it passed, which was
signed by the Governor.
Throughout and since the Legislature has convened, it has been
clear that the expectations have been to
hold the standard budget, and hold State-funded employee
salaries, with only modest allowances for
performance and market adjustments. Even with the restoration
of enrollment growth funding, the
Legislature’s expectations are that those resources should be
applied to the variable costs associated with
enrollment growth over the past years, and not pay raises or
salary adjustments.
79. Given the budget passed by the Legislature, and after
consideration for the tuition increases approved by
the Wyoming Community College Commission (WCCC), and
finally as a result of the workings of the
WCCC funding formula, we estimated LCCC will have
approximately $2 million in additional revenue
in FY13.
1
2013-2014 Biennium State Budget Requests: Requests and
Recommendations. Available at
http://ai.state.wy.us/budget/20132014Budget.aspx
http://ai.state.wy.us/budget/20132014Budget.aspx
FY 2012-13 Operating Budget 5 April 4, 2012
Institutional Context
Shortly after I started at LCCC, I entered mid-stream into the
development of this budget. Fortunately,
the campus and its able staff were already building a budget that
was in line with the institutional
80. context. This was no small feat, given the multiple parameters
the institution was – and is – working
within. First, and probably least significant, was the transition
in the College’s presidential leadership.
Second was the institution’s strategic and campus master plans.
Third was the Organizational
Assessment and the recommendations provided from the College
Brain Trust (CBT). Finally, and
probably most significant, was the general direction from you,
the Trustees.
Since becoming part of the budget process, I have worked
closely with the College’s leadership to
ensure your priorities are incorporated into the proposed FY13
budget. My interpretation of these, and I
will admit some massaging of my own based on my first few
months on the ground at LCCC, has led us
to focus this budget on the following:
adaptation, and implementation of the
recommendations within the Organizational
Assessment;
structure at the College that addresses
the elements in the Organizational Assessment as well as
81. existing institutional challenges while
managing the human resources at LCCC;
projects identified as priorities in the
campus master plan;
the General Fund; and
resources to help the institution
navigate unanticipated opportunities and challenges in the near
future.
Although some of these priorities will take multiple fiscal years
and accompanying budgets to be fully
satisfied, I believe the proposed FY13 budget is a good start. In
the remainder of this memorandum I
will provide more specific examples to describe what is, and
what is not within this budget that may
substantiate this claim.
What is in the FY13 Budget
Included in this budget are numerous examples of how we have
addressed the broader state context, as
well as your priorities and our belief in what is needed to
advance LCCC into the future. Here are some
82. examples:
into instruction, human resources,
and targeted operations increases.
truction. The proposed FY13
budget includes the addition of five
new faculty lines and moves three faculty positions off of soft
money onto the General Fund.
Resources department and structure
through the addition of three new Human Resources personnel,
filling one existing vacancy, and
funding the use of strategic consulting services.
approximately 1% of the current operating
budget to ensure adequate resources are available should we
experience budget reductions, lower
than estimated enrollment, and/or strategic opportunities over
the coming year.
FY 2012-13 Operating Budget 6 April 4, 2012
han $175,000 for
facilities planning, in addition to revenues
carried over from the current year that would be utilized
similarly.
83. partnership with the LCCC Foundation
by increasing our support by nearly $150,000.
restructuring, while also adopting the CBT’s
recommendation to improve planning, assessment, and
information technology through the
addition of an Associate Vice President for Institutional
Effectiveness.
facilities/grounds improvements
identified in the campus master plan through more than $2
million of investments in facilities
projects across campus.
oposing to improve opportunities for our students to
utilize campus recreational
facilities, engage in intramural sports, and more strongly
connect the College to the community
through recreation and athletics by investing in a full-time
athletic director position.
What isn’t in the FY13 Budget
It is evident there is much in the proposed FY13 budget that
will help move the College forward. But I
also want to point out what isn’t in the budget.
84. mpensation
commitments awarded for
educational advancements, there are no pay increases for steps,
cost of living adjustments,
bonuses, or other compensation adjustments. We firmly believe
that to keep the taxpayers’ and
legislature’s trust in our campus, we must hold true to the
expectations they have set for other
State agencies and their employees. We value our people at
LCCC, but while others are
tightening their belts, we must do our part as well and show our
commitment to the State’s
position in this regard.
Student Services to continue our
improvement in this area, the proposed FY13 budget actually
proposes a decrease overall in this
area. This will help us prepare and work on planned
improvements over the coming year, and
will position the campus to make a strategic, and substantial
investment into Student Services as
the budget allows in coming fiscal years.
The Strategic Plan
We are committed to working toward the strategic directions
85. and goals identified within your Strategic
Plan for LCCC. I believe the proposed FY13 budget continues
to do just that. Many, if not most, of our
proposed reallocations and investments are targeted toward the
plan and should have significant impact
in helping us achieve the goals set forth within.
toward the achievement of many goals
associated with Strategic Direction 1: Maximize learning
opportunities that foster student
success.
subsequent improvements to
recreational and athletic programming will help us meet the
goals within Strategic Direction 2:
Engage the community through collaborations that are mutually
beneficial.
effectiveness and Strategic Direction 4:
Manage resources to support a dynamic organization by
establishing a continuous improvement
model through the creation of an office of Institutional
Effectiveness and hiring an associate vice
president who will integrate planning, assessment, and
information technology campus-wide.
86. FY 2012-13 Operating Budget 7 April 4, 2012
Strategic Direction 5:
Strengthen the College through increased
collaboration and communication by investing in and
establishing a strong, centralized human
resources office and structure.
Conclusion
Under your guidance, leadership, and support, LCCC is making
good progress. We are fortunate to live
in a state and community that supports higher education both in
voice and in funding. The proposed
FY13 budget doesn’t do everything, but it does help us sustain,
and perhaps even accelerate, momentum
on the good work that we simply must do to better serve our
students and ultimately our community.
Our budgets are our value statements – say what we will, what
we believe in is evidenced by what we
invest in. I believe the proposed FY13 budget is an investment
in institutional effectiveness and student
success. I hope you will join me in that belief.
87. FY 2012-13 Operating Budget 8 April 4, 2012
Strategic Directions
1. Maximize learning opportunities that foster student success
2. Engage the community through collaborations that are
mutually beneficial
88. 3. Ensure institutional effectiveness
4. Manage resources to support a dynamic organization
5. Strengthen the College through increased collaboration and
communication
47%
6%
9%
32%
6%
Percent of Budget in Support of the
Strategic Directions
1
2
3
4
5
FY 2012-13 Operating Budget 9 April 4, 2012
89. ENROLLMENT
Both headcount and full-time equivalency (FTE) have increased
since the beginning of the College. Over the last
ten years, headcount has increased 52.3% and FTE has
increased 70.4%. For fiscal year 2010-2011, headcount
increased 2.4% and FTE increased 4.0%.
Full-time students comprise 36.5% and part-time students
comprise 63.5% of the student population. The gender
ratio remains similar to past years at 60% women versus 40%
men.
FY 2012-13 Operating Budget 10 April 4, 2012
90. LARAMIE COUNTY COMMUNITY COLLEGE
COMPARATIVE EXPENDITURES PER STUDENT FTE
LCCC expends less per Student FTE than the average of
Wyoming’s other community colleges.
In FY11, LCCC spent more than the average of Wyoming’s
other community colleges in two categories: Academic Support
and
Scholarships.
-
5,000.00
10,000.00
15,000.00
20,000.00
25,000.00
FY07 FY08 FY09 FY10 FY11
Comparative Expenditures per Student FTE
FY07 - FY11
LCCC Average WY CC
103. Scholarships
4.30%
WESTERN
FY 2012-13 Operating Budget 13 April 4, 2012
LARAMIE COUNTY COMMUNITY COLLEGE
COMPARATIVE REVENUE PER STUDENT FTE
-
5,000.00
10,000.00
15,000.00
20,000.00
25,000.00
FY07 FY08 FY09 FY10 FY11
104. Comparative Revenue per Student FTE
FY07 - FY11
LCCC Average WY CC
-
1,000.00
2,000.00
3,000.00
4,000.00
5,000.00
6,000.00
7,000.00
Tuition & Fees State
Appropriations
Local
Appropriations
Other Sources
Comparative Revenue Distribution per FTE
FY11
105. LCCC Average WY CC
FY 2012-13 Operating Budget 14 April 4, 2012
FY13 ESTIMATED FUNDS AVAILABLE
New Funds:
State Aid $800,607
Reduction in Variable Cost Funding (Low Enrollee Success
Rate) -64,838
Enrollment Growth Funding 836,850
Reduction in Enrollment Growth Funding (Low Enrollee
Success Rate) -5,580
Local Appropriation 96,069
106. Tuition Increase (5.64% increase in tuition rates) 350,000
One Mill 75,000
Subtotal
$2,088,108
Internal Funds Available:
Positions include salary and benefits
One-time Monies $250,000
Operating Reserve 117,314
In-House Counsel 90,361
Coordinator, International and Diversity Services 51,733
107. Instructor (Medical Lab Technician) (New Position-FY2010)
59,996
Director, Counseling and Campus Wellness 98,493
Administrative Assistant, Counseling and Campus Wellness
46,122
Equine Show Team Coach (50%) 29,038
Foundation Budget 156,077
Legal Services Operating Budget 21,178
Balance of International Students Operating Budget 18,000
Subtotal
$938,312
Total Funds Available for FY2013
108. $3,026,420
FY 2012-13 Operating Budget 15 April 4, 2012
PROPOSED DISTRIBUTION
All positions include salary and benefits
Compensation Package:
Educational Advancements $45,000
Subtotal
$45,000
Instruction
New Positions/Services:
Instructor, English (ACC) $73,000
109. Instructor, Spanish/ESL 73,000
Instructor, Biology 73,000
Instructor, Communication 73,000
Instructor/Coord., Diagnostic Medical Sonography (Currently
funded by Higher Ed.
Endowment) 73,595
Continuation of Services:
Adjunct/overtime/part-time ESS (salaries and benefits) 45,781
Operating Expenses 174,943
Subtotal
$586,319
Workforce and Community Development
New Positions/Services:
110. Instructor/Program Director, CTEC Apprenticeship (Funded by
SESP grant until
02/01/13) $37,917
Instructor, Wind Energy Technology (Currently funded by
Auxiliary Fund) 73,000
Instructor, Diesel Technology 73,000
Continuation of Services:
Adjunct/overtime/part-time ESS (salaries and benefits) 97,692
Operating Expenses 28,646
Subtotal
$310,255
Student Services
New Positions/Services:
Athletic Director $100,000
111. Continuation of Services:
Overtime/part-time ESS (salaries and benefits) 27,970
Operating Expenses -28,321
Subtotal
$99,649
Administration and Finance
Continuation of Services:
Overtime/part-time ESS (salaries and benefits) $7,888
Operating Expenses 120,434
Subtotal
$128,322
FY 2012-13 Operating Budget 16 April 4, 2012
PROPOSED DISTRIBUTION (Continued)
112. President
New Positions/Services:
Associate Vice President of Institutional Effectiveness (6
months) $68,250
Human Resources Support Technician/Administrative Assistant
44,000
Compliance/Compensation Analyst (New Position-FY2010)
(Difference from original
budget) 9,812
Human Resource Information Systems (HRIS) Specialist 58,500
Human Resource Development (HRD) Specialist 58,500
Continuation of Services:
Foundation Contract Services 306,077
113. Overtime/part-time ESS (salaries and benefits) -24,545
Operating Expenses 71,494
Subtotal
$592,088
Reserve Account
Operating Reserve (Approximately 1% of revenue) $426,455
Facilities Planning 175,436
One-Time Expenses (See separate list) 662,896
Subtotal
$1,264,787
Total Proposed Distribution
$3,026,420
114. FY 2012-13 Operating Budget 17 April 4, 2012
LARAMIE COUNTY COMMUNITY COLLEGE
PROPOSED ONE-TIME EXPENSES
FY2013
Instructional Services:
Computers and furniture for new faculty $19,400
Marimba 10,000
Darkroom Drawers 1,000
Ten Flip Videos 1,000
Subtotal
$31,400*
Workforce and Community Development:
Vehicle Alignment Equipment $20,000
MegaCode Kelly Advanced Manikin
11,498
Thermal Imager
115. 7,500
Ten Lenovo ThinkPad Tablets 6,000
Fire Safe Cabinets
3,500
Crash Kelly Manikin
2,779
Eight Adult CPR Manikins 810
Subtotal
$52,087
Student Services:
Resurface Gym Floor/Renovate the Gym $50,000
Soccer Goals (Two Pair) 15,000
Printer/copier/fax/scanner 3,044
Subtotal
116. $68,044
Administration and Finance Services:
Redundant Nexus Core-Cisco (5 year lease) ($69,465 per year)
$69,465
Datatel Consulting 50,000
Minivan 25,000
Follow-up Timekeeping Equipment 15,000
Update computers in Accounting and Payroll 7,250
Subtotal
$166,715
President:
Expert Services for ongoing HR efforts on policy/procedures
$100,000
Expert Services to assist/support ongoing HR efforts on a
contemporary organization position
development/analysis/control model
100,000
Conduct national searches for the VP of Student Services/VP of
Academic Affairs 75,000
Computers and furniture for new Human Resources employees
117. 19,050
Expert Services to draft/support finalization of Summary Plan
Document for TIAA/CREF
Retirement Plan plus facilitate process to ensure "Qualified
Plan" determination for IRS
18,000
Replace twelve lap top computers for the Board of Trustees
8,000
Nikon D4 Camera and Lenses 12,600
Expert Services to draft/support finalization of Summary Plan
Documents for various employee
education benefits; ensure SPDs are in compliance with IRS
regulations
12,000
Subtotal
$344,650
GRAND TOTAL
$662,896
*The College invested over $.5 million in FY12, lowering the
request for FY13
118. FY 2012-13 Operating Budget 18 April 4, 2012
UNRESTRICTED OPERATING FUND -- REVENUES
ACTUAL ADOPTED TENTATIVE INCREASE/
2010-2011 2011-2012 2012-2013 DECREASE
ITEM REVENUES REVENUES REVENUES
FY2012-
FY2013
Tuition and Fees $10,403,814 $10,345,388 $10,695,388
$350,000
Tuition-In State $3,747,712 $3,689,038 $3,819,038 $130,000
Tuition-Out of District 1,763,486 1,769,594 1,872,594
103,000
Tuition-Out of State 648,141 654,663 691,663 37,000
119. Tuition-WUE 1,008,765 989,591 1,069,591 80,000
Community Services 159,336 120,000 120,000 0
Business Training 576,410 370,000 370,000 0
Course/High Tech Fees 2,274,964 2,512,502 2,512,502 0
Other Fees 225,000 240,000 240,000 0
State Appropriations $24,155,734 $25,100,531 $27,017,336
$1,916,805
General Fund $21,128,977 $21,816,230 $23,383,269
$1,567,039
Wyoming Investment in Nursing 362,280 372,812 372,812 0
Health Insurance Appropriation 2,664,477 2,911,489
3,261,255 349,766
Local Appropriations $4,489,810 $4,373,477 $4,469,546
$96,069
Mill Levy $3,802,722 $3,759,615 $3,782,457 $22,842
Motor Vehicle Fees 687,089 613,862 687,089 73,227
Other Income Sources $241,891 $91,996 $91,996 $0
120. Investment Income $53,867 $50,000 $50,000 $0
Miscellaneous Income 188,024 41,996 41,996 0
SUBTOTAL $39,291,249 $39,911,392 $42,274,266
$2,362,874
Other Funding Sources $0 $1,216,150 $0 -$1,216,150
Carryover Budget $0 $1,216,150 $0 -$1,216,150
Non Mandatory Transfer (One-Time
Funding) $2,237,262 $0 $0 0
TOTAL REVENUES $41,528,511 $41,127,542 $42,274,266
$1,146,724
FY 2012-13 Operating Budget 19 April 4, 2012
UNRESTRICTED OPERATING FUND -- EXPENDITURES
ACTUAL ADOPTED TENTATIVE INCREASE/
134. Operating Expenses $0 $0 $114,275 $114,275
Capital Outlay 0 0 0 0
TOTAL EXPENDITURES $753,543 $1,093,369 $1,168,369
$75,000
A reserve has been established to begin to address the Board’s
expectation of moving ongoing expenditures from One-Mill
funding.
FY 2012-13 Operating Budget 25 April 4, 2012
LARAMIE COUNTY COMMUNITY COLLEGE
ONE MILL FUND
FY2013
149. TOTAL EXPENDITURES $3,143,213 $2,982,974 $3,297,262
$314,288
FY 2012-13 Operating Budget 31 April 4, 2012
FIVE MILL FUND -- REVENUES
ACTUAL ADOPTED TENTATIVE INCREASE/
2010-2011 2011-2012 2012-2013 DECREASE
ITEM REVENUES REVENUES REVENUES
FY2012-
FY2013
Five Mill Levy $0 $0 $0 $0
150. Motor Vehicle Fees 0 0 0 0
Carryover Budget 0 213,151 213,151 0
TOTAL REVENUES $0 $213,151 $213,151 $0
FIVE MILL FUND -- EXPENDITURES
ACTUAL ADOPTED TENTATIVE INCREASE/
2010-2011 2011-2012 2012-2013 DECREASE
ITEM ACTUALS BUDGET BUDGET
FY2012-
FY2013
Campus Renewal Projects
Year 2010-2011
151. No Projects $0 $0 $0 $0
Year 2011-2012
UW/LCCC Building-Level Two Study 0 213,151 0 -
213,151
Year 2012-2013
Level One Studies 0 0 213,151 213,151
TOTAL EXPENDITURES $0 $213,151 $213,151 $0
FY 2012-13 Operating Budget 32 April 4, 2012
FIVE MILL FUND -- SUMMARY
ACTUAL ADOPTED TENTATIVE INCREASE/
2010-2011 2011-2012 2012-2013 DECREASE
152. ITEM SUMMARY SUMMARY SUMMARY
FY2012-
FY2013
REVENUES
FIVE MILL LEVY $0 $0 $0 $0
MOTOR VEHICLE FEES 0 0 0 0
CARRYOVER BUDGET 0 213,151 213,151 0
TOTAL REVENUES $0 $213,151 $213,151 $0
EXPENDITURES BY PROGRAM
Campus Renewal Projects
Year 2010-2011
No Projects $0 $0 $0 $0
Year 2011-2012
UW/LCCC Building-Level Two Study 0 213,151 0 -
153. 213,151
Year 2012-2013
Level One Studies 0 0 213,151 213,151
TOTAL EXPENDITURES $0 $213,151 $213,151 $0
EXPENDITURES BY SERIES
CAPITAL OUTLAY $0 $213,151 $213,151 $0
TOTAL EXPENDITURES $0 $213,151 $213,151 $0
FY 2012-13 Operating Budget 33 April 4, 2012
RESTRICTED FUND -- DETAIL
ITEM 2012-2013
154. SUMMARY
FEDERAL GRANTS & CONTRACTS
PELL $5,000,000
Direct Loans 3,700,000
TRIO-SSS 247,584
College Work Study 70,000
SEOG 55,000
TOTAL FEDERAL GRANTS AND CONTRACTS $9,072,584
FEDERAL GRANTS & CONTRACTS PASSED THROUGH
OTHER AGENCIES
GEAR UP $397,440
Perkins Allocation 310,161
Growing a New Generation 287,815
State Energy Sector Partnership 200,000
ABE 130,878
INBRE 46,050
155. Homeland Security 35,000
WIA Youth 16,000
EL/Civics 13,009
TOTAL FEDERAL GRANTS/CONTRACTS PASSED
THROUGH OTHER AGENCIES $1,436,353
STATE GRANTS & CONTRACTS
Hathaway Scholarship Fund $1,000,000
Other for FY 2012-2013 500,000
Higher Education Endowment 255,830
State ABE Contribution (TANF) 220,133
Library Materials Funding 200,000
Adelante-the Center for Getting Ahead 140,000
TOTAL STATE GRANTS & CONTRACTS $2,315,963
PUBLIC GRANTS & CONTRACTS
Cheyenne Regional Medical Center Nursing Support $73,000
156. TOTAL PUBLIC GRANTS & CONTRACTS $73,000
PRIVATE GRANTS & CONTRACTS
League for Innovation $20,000
TOTAL PUBLIC GRANTS & CONTRACTS $20,000
TOTAL RESTRICTED FUND REVENUES $12,917,900
FY 2012-13 Operating Budget 34 April 4, 2012
RESTRICTED FUND -- REVENUES
ACTUAL ADOPTED TENTATIVE INCREASE/
2010-2011 2011-2012 2012-2013 DECREASE
ITEM REVENUES REVENUES REVENUES FY2012-FY2013
FEDERAL GRANTS AND
157. CONTRACTS $9,493,211 $9,658,367 $10,508,937 $850,570
STATE GRANTS AND
CONTRACTS 2,174,980 2,423,716 2,315,963 -107,753
LOCAL GRANTS AND
CONTRACTS 94,729 80,137 73,000 -7,137
PRIVATE GRANTS AND
GRANTS 6,900 0 20,000 20,000
TOTAL REVENUES $11,769,820 $12,162,220 $12,917,900
$755,680
FY 2012-13 Operating Budget 35 April 4, 2012
RESTRICTED FUND -- EXPENDITURES
ACTUAL ADOPTED TENTATIVE INCREASE/
162. Contracts
17.93%
Local Grants and
Contracts
0.57% Private Grants and
Contracts
0.15%
Revenues
Scholarships
76.06%
Instruction
15.79%
Academic Support
7.97%
Student Services
0.18%
Expenditures by Program
Operating Expenses
168. $465,000
Operating Expenses 51,359 40,000 75,000 35,000
TOTAL EXPENDITURES $163,144 $1,000,000 $1,500,000
$500,000
FY 2012-13 Operating Budget 39 April 4, 2012
LARAMIE COUNTY COMMUNITY COLLEGE
ENDOWMENT FUND
FY2013
170. Scholarships
95%
Operating Expenses
5%
Expenditures
FY 2012-13 Operating Budget 40 April 4, 2012
ENDOWMENT FUND -- SUMMARY
ACTUAL ADOPTED TENTATIVE INCREASE/
2010-2011 2011-2012 2012-2013 DECREASE
ITEM SUMMARY SUMMARY SUMMARY
FY2012-
FY2013
REVENUES
STATE OF WYOMING CHALLENGE
171. MATCH APPROPRIATION $843,526 $500,000 $750,000
$250,000
INVESTMENT INCOME 823,479 500,000 750,000 250,000
TOTAL REVENUES $1,667,005 $1,000,000 $1,500,000
$500,000
EXPENDITURES BY PROGRAM
SCHOLARSHIPS $163,144 $1,000,000 $1,500,000 $500,000
TOTAL EXPENDITURES $163,144 $1,000,000 $1,500,000
$500,000
EXPENDITURES BY SERIES
SALARIES $0 $0 $0 $0
BENEFITS 0 0 0 0
OPERATING EXPENSES 163,144 1,000,000 1,500,000 500,000
172. CAPITAL OUTLAY 0 0 0 0
TOTAL EXPENDITURES $163,144 $1,000,000 $1,500,000
$500,000
FY 2012-13 Operating Budget 41 April 4, 2012
PLANT FUND -- REVENUES
ACTUAL ADOPTED TENTATIVE INCREASE/
2010-2011 2011-2012 2012-2013 DECREASE
ITEM REVENUES REVENUES REVENUES
FY2012-
FY2013
173. WCCC Contingency Reserve $294,427 $294,400 $315,116
$20,716
WCCC Contingency Reserve Carryover 0 394,333 547,559
153,226
Major Maintenance Funds 0 0 2,243,732 2,243,732
Major Maintenance Carryover 328,499 929,976 433,179 -
496,797
Health Sciences Building Carryover 0 291,190 257,671 -33,519
Lease Revenue Bonds for RH/Dining Hall Facility
Carryover 2,298,737 830,749 817,057 -13,692
Facilities Fee Improvements 712,636 706,000 706,000 0
State Fiscal Stabilization Funds for Major
Maintenance 1,703,799 0 0 0
SFSF for Major Maintenance Carryover 0 1,360,890 0 -
1,360,890
TOTAL REVENUES $5,338,097 $4,807,538 $5,320,314
$512,776
FY 2012-13 Operating Budget 42 April 4, 2012
174. PLANT FUND -- EXPENDITURES
ACTUAL ADOPTED TENTATIVE INCREASE/
2010-2011 2011-2012 2012-2013 DECREASE
ITEM ACTUALS BUDGET BUDGET
FY2012-
FY2013
Bond Funds and State Appropriation
Health Sciences Building Third Floor $0 $291,190
$257,671 -$33,519
Lease Revenue Bonds
Residence Hall Project 2,298,737 830,749 817,057 -13,692
Major Maintenance Projects
Infrastructure 0 0 0 0
Annual Asphalt Repair 65,964 0 0 0
Athletic Field and PE Irrigation 58,899 0 0 0
Auto Diesel-CDC North Entry Ramp 2,497 0 0 0
EEC Common Area 34,121 0 0 0
175. ARP-CDC Renewal 78,063 0 0 0
Replace Lighting in PE Building 11,492 0 0 0
Renew Science/FA Arcade 2,700 0 0 0
Renew Science/PE Arcade 3,240 0 0 0
Renew Auto Diesel/Business Arcade 3,960 0 0 0
Replace EEC/CCC Arcade Roof 33,086 0 0 0
Replace PE West Water Heater 34,477 0 0 0
Replace Boiler Burners in Plant Operations Building 0 60,000
0 -60,000
Replace Arcade Roofs 0 56,000 0 -56,000
Replace UPS in Fine Arts 0 81,000 0 -81,000
Replace Server Room Air Conditioner in Fine Arts 0 54,000 0
-54,000
Replace Pool Deck 0 75,000 0 -75,000
Upgrade Physical Education Electrical Service 0 84,400 0 -
84,400
Upgrade Auto Body/Career & Tech. Elec. Service 0 65,000 0 -
65,000
Replace Emergency Cables 0 27,800 0 -27,800
Repair/Restore Administration Pergola 0 125,000 0 -125,000
176. Replace HVAC Controls in Arp 0 35,000 0 -35,000
Replace HVAC Controls in Library 0 30,000 0 -30,000
Improve Site Lighting 0 75,000 0 -75,000
Small Maintenance Projects 0 141,776 250,000 108,224
Landscape Improvements 0 20,000 100,000 80,000
Fire Alarm Upgrade 0 0 325,000 325,000
Replace Stall Building Roof 0 0 250,000 250,000
Replace Plant Operations Vaporizer 0 0 40,000 40,000
Repair EEC-CCC Arcade Exterior 0 0 88,000 88,000
Replace BAS Controls in Arp 0 0 50,000 50,000
Replace BAS Controls in the Library 0 0 45,000 45,000
Replace BAS Controls in CCI 0 0 40,000 40,000
Upgrade Illuminated Signage 0 0 75,000 75,000
Renew Fine Arts Restroom 0 0 70,000 70,000
Replace Part of Library Roof 0 0 178,000 178,000
Renew the Arena Lobby and Restroom 0 0 50,000 50,000
Renew Building Facades 0 0 500,000 500,000
Replace High Bay Lighting in Career & Tech. Build. 0 0
140,000 140,000
177. Replace Lighting in Plant Operations 0 0 170,000 170,000
Replace Lighting in Auto Diesel 0 0 56,000 56,000
Replace Lighting in Auto Body 0 0 88,000 88,000
Repair/Replace Raised Floor in Library 0 0 100,000 100,000
To be determined 0 0 61,911 61,911
FY 2012-13 Operating Budget 43 April 4, 2012
PLANT FUND -- EXPENDITURES (Continued)
ACTUAL ADOPTED TENTATIVE INCREASE/
2010-2011 2011-2012 2012-2013 DECREASE
ITEM ACTUALS BUDGET BUDGET
FY2012-
FY2013
State Fiscal Stabilization Funds for Major
Maintenance
Replace Roof on Science Building $405,579 $0 $0 $0
178. Remodel Restroom in Career and Technical Building 24,641 0
0 0
Remodel Restroom in Auto Body Area 36,794 0 0 0
Remodel Restroom in Plant Operations Building 25,339 2,031
0 -2,031
Replace Roof on Auto Diesel 227,111 144,095 0 -144,095
Replace Auto Body HVAC Unit 15,914 140,086 0 -140,086
Replace Lighting in PE Building 166,548 58,300 0 -58,300
Replace Roof on PE Building West Addition and
MPR 527,183 386,317 0 -386,317
Replace Chemistry Lab Halon Fire Suppression
System 50,534 5,277 0 -5,277
Replace ACC Roof-Top Heat Recovery Units/Re-Pipe
Heat Pumps 93,273 68,297 0 -68,297
Upgrade Fire Alarm System 115,767 196,840 0 -196,840
Repair and Resurface Science Lab Floors 1,826 20,379 0 -
20,379
Replace Pool AHU in PE Building 11,466 79,643 0 -79,643
Replace Science/Dental Hygiene Raised Floor 1,825 159,625
0 -159,625
179. Renew CCC/EEC Arcade 0 100,000 0 -100,000
WCCC Contingency Reserve Projects
Replace Carpet and Wall Coverings in FA west 2,280
81,369 0 -81,369
Renew East Locker Rooms in PE Building 11,303 87,197 0 -
87,197
Renew Training Center Well System 0 150,000 0 -150,000
Remodel Children's Discovery Center in Arp 0 117,000 0 -
117,000
Replace Lighting Controls in CCI 0 30,000 0 -30,000
Interior Lighting Improvements 0 50,000 0 -50,000
To be determined 0 173,167 237,675 64,508
Improve Campus Main Entries 0 0 375,000 375,000
Replace RTU's 0 0 250,000 250,000
Facilities Fee Improvement
Lease Payment 645,173 676,000 676,000 0
Operating Expenses 0 30,000 30,000 0
TOTAL EXPENDITURES $4,989,791 $4,807,538
$5,320,314 $512,776
180. FY 2012-13 Operating Budget 44 April 4, 2012
LARAMIE COUNTY COMMUNITY COLLEGE
PLANT FUND
181. 6%
10%
42% 8%
5%
16%
13%
FY 2013 Tentative Revenue
WCCC Contingency Reserve
Account
WCCC Contingency Reserve
Carryover
Major Maintenance Funds
Major Maintenance Carryover
Health Sciences Building
Carryover
Lease Revenue Bonds for
Residence Hall/Kitchen, Dining
Hall Facility
Facilities Fee
182. 6%
8%
20%
6%
17%
15%
28%
FY 2012 Adopted Revenue
WCCC Contingency Reserve
Account
WCCC Contingency Reserve
Carryover
Major Maintenance Carryover
Health Sciences Building Carryover
Lease Revenue Bonds for Residence
Hall/Kitchen, Dining Hall Facility
Facilities Fee
State Fiscal Stabilization Funds