This document provides a listing of programs and their associated funding sources for MCC's FY12 budget. It analyzes funds 110, 120, 180, 190, and 410. The listing includes administrative and academic programs across MCC's different campuses and locations, with two-digit codes indicating the program type and department. Funding sources are identified for each program.
Build a Better Mentoring Program Budget featuring Michael Anderson, Non Profits Assistance Fund; July 6, 2011; part of monthly Quality in Action webinar series hosted by the Mentoring Partnership of Minnesota.
Zero base budgeting is a managerial tool developed by Jimmy Carter in 1962 that begins the budgeting process from scratch each year without relying on previous year's budget. It focuses on evaluating the costs and benefits of individual programs, prioritizing activities, and allocating resources to activities based on their importance to organizational goals. The process involves listing objectives, deciding the scope, prioritizing activities, conducting cost-benefit analyses of decision packages, and selecting and approving the final budget. Zero base budgeting aims to optimize resource utilization and justify all expenditures, but it can be difficult and time-consuming to implement.
Performance-based budgeting aims to improve the effectiveness and efficiency of public expenditure by linking funding to results. It uses performance information like indicators, evaluations, and program costings to make this link. The impact may be felt through improved prioritization of spending and better service effectiveness or efficiency. Some key aspects include defining measurable objectives and impacts for programs, developing alternatives to achieve objectives, and evaluating programs based on cost-benefit analysis to determine priority for funding. While it promotes efficient resource allocation, limitations include increased paperwork and subjective ranking of programs.
Zero base budgeting (ZBB) is an alternative budgeting method where all activities and expenses are reevaluated each year, starting from a "zero base". The document provides an introduction to ZBB, including its history, definition, purpose, application process involving decision packages, main features, advantages like more effective resource allocation, and disadvantages like increased paperwork.
The document summarizes performance budgeting approaches used by several US states and municipalities. It discusses how states like Arizona, Maryland, Texas, Virginia, and Washington incorporate performance measures and information into their budget processes. It also provides examples of performance budgeting efforts in the cities of Long Beach, California and Maricopa County, Arizona, describing the key components of their managing for results initiatives.
1) A budget is a quantitative economic plan that XYZ management uses to manage operations and finances for the year 2012. It includes revenue, expenses, cash, and capital components.
2) The budget is prepared using a flexible, integrated, and accountable format that includes monthly and total projections. It helps identify risks and opportunities for the following year.
3) Implementing the budget helps XYZ map controls, coordinate activities, communicate plans, instruct staff, authorize spending, motivate performance, measure results, and make decisions to either set new targets when the budget is met or exceeded or review strategies when the budget is underperformed.
Build a Better Mentoring Program Budget featuring Michael Anderson, Non Profits Assistance Fund; July 6, 2011; part of monthly Quality in Action webinar series hosted by the Mentoring Partnership of Minnesota.
Zero base budgeting is a managerial tool developed by Jimmy Carter in 1962 that begins the budgeting process from scratch each year without relying on previous year's budget. It focuses on evaluating the costs and benefits of individual programs, prioritizing activities, and allocating resources to activities based on their importance to organizational goals. The process involves listing objectives, deciding the scope, prioritizing activities, conducting cost-benefit analyses of decision packages, and selecting and approving the final budget. Zero base budgeting aims to optimize resource utilization and justify all expenditures, but it can be difficult and time-consuming to implement.
Performance-based budgeting aims to improve the effectiveness and efficiency of public expenditure by linking funding to results. It uses performance information like indicators, evaluations, and program costings to make this link. The impact may be felt through improved prioritization of spending and better service effectiveness or efficiency. Some key aspects include defining measurable objectives and impacts for programs, developing alternatives to achieve objectives, and evaluating programs based on cost-benefit analysis to determine priority for funding. While it promotes efficient resource allocation, limitations include increased paperwork and subjective ranking of programs.
Zero base budgeting (ZBB) is an alternative budgeting method where all activities and expenses are reevaluated each year, starting from a "zero base". The document provides an introduction to ZBB, including its history, definition, purpose, application process involving decision packages, main features, advantages like more effective resource allocation, and disadvantages like increased paperwork.
The document summarizes performance budgeting approaches used by several US states and municipalities. It discusses how states like Arizona, Maryland, Texas, Virginia, and Washington incorporate performance measures and information into their budget processes. It also provides examples of performance budgeting efforts in the cities of Long Beach, California and Maricopa County, Arizona, describing the key components of their managing for results initiatives.
1) A budget is a quantitative economic plan that XYZ management uses to manage operations and finances for the year 2012. It includes revenue, expenses, cash, and capital components.
2) The budget is prepared using a flexible, integrated, and accountable format that includes monthly and total projections. It helps identify risks and opportunities for the following year.
3) Implementing the budget helps XYZ map controls, coordinate activities, communicate plans, instruct staff, authorize spending, motivate performance, measure results, and make decisions to either set new targets when the budget is met or exceeded or review strategies when the budget is underperformed.
The document summarizes Lockton Companies' presentation to Metropolitan Community College's Insurance Committee regarding MCC's health insurance renewal for 2015. It includes: (1) a summary of 2013-2014 plan performance and large claims; (2) details of MCC's current 2014 plan design and cost sharing; (3) BlueKC's proposed 2015 renewal rates, which include a 15% increase to fixed fees and a negotiated 10% increase to maximum claim liability factors; and (4) an analysis of the impact of proposed increases to prescription drug out-of-pocket maximums. The presentation provides information to help MCC evaluate its health insurance options and costs for 2015.
This document lists the awards received by Midland County College in various categories for graphic design projects, including a gold award for a cross country team photograph, gold for a basketball program poster, silver for a student enrollment brochure series, and bronze awards for a fitness center banner, course schedule, and business-to-business direct mail campaign.
The document lists the winners of the NCMPR District Five Medallion Awards for 2011. Several campaigns, brochures, and collateral materials received bronze, silver, or gold awards in categories such as student campaign, banner or outdoor, direct mail, photography and visual art, sports brochure, and community/government relations collateral. The LV Cross Country program received a gold award.
This document provides a template for recording credit hour data by academic term. It includes a table with columns for term (summer, fall, spring) and year (2009-2011) to record the number of credit hours delivered for different program components. The final column calculates the percentage of student credit hours for each program component.
The document outlines MCC's zero-based budgeting process which involves multiple steps: collecting data using templates, program experts reviewing and rating programs, prioritizing all programs to determine recommendations, and finalizing program prioritization and recommendations. Data is collected centrally and additional information may be requested from teams during the process. The process aims to base the budget on program prioritization rather than historical funding levels.
The document outlines the Zero-Based Budgeting (ZBB) timeline from its introduction in August 2011 to the finalization of the FY2013 budget in January 2013. Key events include introducing ZBB to officers and committees in August-September 2011, testing the ZBB process in November 2012, reviewing programs and finalizing the budget from November 2012 to January 2013, and approving the FY2013 budget in January 2013.
This document is a cost effectiveness template for a program that tracks revenues and costs over three fiscal years (FY2009 to FY2011). It collects information on revenue sources like tuition, fees, gifts, and grants, as well as expenses categories including salaries, benefits, supplies, equipment, and other program costs. The template also requests details on grants and anticipated future equipment needs and their estimated costs.
This document provides a template for tracking credit hours delivered by academic programs each term from 2009 to 2011. The template includes columns to record the number of credit hours delivered in the summer, fall, and spring terms for each year. The last column will calculate the percentage of student credit hours delivered for different program components.
This document announces a cultural competency panel discussion for health care professionals to be held on July 19, 2011 from 5:30PM to 7:00PM at the MCC-Penn Valley Health Science Institute located at 3444 Broadway in Kansas City, Missouri. The panel will feature experts discussing efforts by local organizations to develop culturally competent healthcare systems in the Greater Kansas City area, followed by a question and answer session and brief tour of the institute.
The document summarizes plans for an MCC Information Center that will serve as a central point of contact for students by answering questions from various departments over the phone in order to provide quick answers and direct students to necessary resources. The Information Center will be located on the Penn Valley campus and staffed by 12 employees including a manager overseeing 5 full-time and 6 part-time student services specialists. It is projected to open in February 2012 and will operate Monday through Friday from 8am to 6pm, handling an estimated 500,000 calls annually.
This document provides an overview and analysis of Metropolitan Community College's (MCC) early retirement program and budget. It finds that MCC is currently spending over $5 million annually on its early retirement program, with a growing $3.5 million liability. The Chancellor recommends changes to the early retirement program to reduce costs and liabilities going forward, including limiting premium pay and healthcare benefits for current and future retirees. The changes are estimated to reduce MCC's liability by $1-2 million initially and lower annual expenses to around $500,000. The document also reviews MCC's debt, reserves, and other budget considerations like the allocation model and compensation packages.
The document summarizes the current early retirement plan and costs for MCC, including:
- Special incentive payments that are a percentage of salary based on age and years of service, averaging $700,000 annually.
- Insurance benefits for retirees that cost $2.6 million annually.
- Premium pay for 69 early retirees who are reemployed, costing $1.6 million annually.
The total annual cost of the current early retirement plan is $4.9 million. The document also outlines an option to implement a "Rule of 80" retirement eligibility with incentive payments only and discontinue insurance benefits after July 1, 2013 to reduce costs.
The document summarizes the current early retirement plan and costs for MCC, including an incentive payment, insurance benefits for retirees, and premium pay for reemployed retirees. It shows the annual costs total around $4.9 million. It then presents an option to implement a "Rule of 80" retirement plan on July 1, 2013 that would provide a reduced incentive payment but discontinue retiree insurance benefits. This option shows the annual costs decreasing over time as current retirees are no longer receiving insurance benefits.
This document from Hay Group Actuarial compares the financial impact of 6 retirement scenarios for a company's retiree benefits program. Scenario A reflects the current program. Scenarios B-F present alternatives with variations to eligibility ages and benefit types. The analysis calculates the present value and actuarial accrued liability for each scenario based on employee data and assumptions provided to the actuaries. The key variations between scenarios include changes to retirement eligibility ages, the availability of health benefits only or health and incentive pay benefits, and the duration of incentive pay benefits after retirement.
This document summarizes an actuarial report from Hay Group that analyzes the financial impact of 6 different retirement plan scenarios for Monroe County Community College. Scenario A represents the current retirement program, while Scenarios B-F present alternatives that were discussed or suggested. The report calculates the present value and actuarial accrued liability for each scenario based on medical, dental, vision and claims data provided to the actuaries. It provides details on how the incentives were calculated for each relevant scenario.
The document summarizes the financial analysis of MCC's athletic programs for fiscal year 2010, breaking down revenue and expenses by category, program, and campus location. It shows the total revenue and expenses for MCC athletics, how expenses were categorized, and the revenue and expenses for each athletic program at the Longview, Maple Woods, Penn Valley, and Blue River campuses. Scholarship funds listed represented tuition waivers for some student athletes rather than direct distribution in the budget.
This document summarizes MCC's financial ratios from fiscal years 2006 to 2010 according to standards set by the Higher Learning Commission. It shows that MCC had a primary reserve ratio above 0.40, indicating it could cover 5 months of expenses from reserves. The net operating revenue and return on net assets ratios were mostly within or above the ideal ranges, demonstrating operating surpluses and increased wealth. The viability ratio was close to the ideal of 1.00. MCC's composite financial indicator score was above 3.0 each year, meaning strengths in some ratios offset weaknesses in others.
The document discusses projected state aid cuts, MCC's projected budget deficits, early retirement costs, projected retirement liability, fringe benefit increases, and how employee compensation packages have increased from 74.5% of the operating budget in 2002 to 78.6% in 2010.
The handout summarizes the university's debt schedule and funding sources, showing that the unexpended plant fund balance would be depleted by 2019 if only used to pay off planned debt. It also discusses the financial outlook for 2012 and beyond, which has worsened with potential additional state funding cuts. Projections assume a 5% state aid cut in 2012 and $2 tuition increases annually. For forecasting, a 17% state aid cut is being used as the most likely scenario. The current financial plan has some known issues with its assumptions about state aid increases after 2012, investment income increasing while reserves decrease, and understating potential insurance rate increases.
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.
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The document summarizes Lockton Companies' presentation to Metropolitan Community College's Insurance Committee regarding MCC's health insurance renewal for 2015. It includes: (1) a summary of 2013-2014 plan performance and large claims; (2) details of MCC's current 2014 plan design and cost sharing; (3) BlueKC's proposed 2015 renewal rates, which include a 15% increase to fixed fees and a negotiated 10% increase to maximum claim liability factors; and (4) an analysis of the impact of proposed increases to prescription drug out-of-pocket maximums. The presentation provides information to help MCC evaluate its health insurance options and costs for 2015.
This document lists the awards received by Midland County College in various categories for graphic design projects, including a gold award for a cross country team photograph, gold for a basketball program poster, silver for a student enrollment brochure series, and bronze awards for a fitness center banner, course schedule, and business-to-business direct mail campaign.
The document lists the winners of the NCMPR District Five Medallion Awards for 2011. Several campaigns, brochures, and collateral materials received bronze, silver, or gold awards in categories such as student campaign, banner or outdoor, direct mail, photography and visual art, sports brochure, and community/government relations collateral. The LV Cross Country program received a gold award.
This document provides a template for recording credit hour data by academic term. It includes a table with columns for term (summer, fall, spring) and year (2009-2011) to record the number of credit hours delivered for different program components. The final column calculates the percentage of student credit hours for each program component.
The document outlines MCC's zero-based budgeting process which involves multiple steps: collecting data using templates, program experts reviewing and rating programs, prioritizing all programs to determine recommendations, and finalizing program prioritization and recommendations. Data is collected centrally and additional information may be requested from teams during the process. The process aims to base the budget on program prioritization rather than historical funding levels.
The document outlines the Zero-Based Budgeting (ZBB) timeline from its introduction in August 2011 to the finalization of the FY2013 budget in January 2013. Key events include introducing ZBB to officers and committees in August-September 2011, testing the ZBB process in November 2012, reviewing programs and finalizing the budget from November 2012 to January 2013, and approving the FY2013 budget in January 2013.
This document is a cost effectiveness template for a program that tracks revenues and costs over three fiscal years (FY2009 to FY2011). It collects information on revenue sources like tuition, fees, gifts, and grants, as well as expenses categories including salaries, benefits, supplies, equipment, and other program costs. The template also requests details on grants and anticipated future equipment needs and their estimated costs.
This document provides a template for tracking credit hours delivered by academic programs each term from 2009 to 2011. The template includes columns to record the number of credit hours delivered in the summer, fall, and spring terms for each year. The last column will calculate the percentage of student credit hours delivered for different program components.
This document announces a cultural competency panel discussion for health care professionals to be held on July 19, 2011 from 5:30PM to 7:00PM at the MCC-Penn Valley Health Science Institute located at 3444 Broadway in Kansas City, Missouri. The panel will feature experts discussing efforts by local organizations to develop culturally competent healthcare systems in the Greater Kansas City area, followed by a question and answer session and brief tour of the institute.
The document summarizes plans for an MCC Information Center that will serve as a central point of contact for students by answering questions from various departments over the phone in order to provide quick answers and direct students to necessary resources. The Information Center will be located on the Penn Valley campus and staffed by 12 employees including a manager overseeing 5 full-time and 6 part-time student services specialists. It is projected to open in February 2012 and will operate Monday through Friday from 8am to 6pm, handling an estimated 500,000 calls annually.
This document provides an overview and analysis of Metropolitan Community College's (MCC) early retirement program and budget. It finds that MCC is currently spending over $5 million annually on its early retirement program, with a growing $3.5 million liability. The Chancellor recommends changes to the early retirement program to reduce costs and liabilities going forward, including limiting premium pay and healthcare benefits for current and future retirees. The changes are estimated to reduce MCC's liability by $1-2 million initially and lower annual expenses to around $500,000. The document also reviews MCC's debt, reserves, and other budget considerations like the allocation model and compensation packages.
The document summarizes the current early retirement plan and costs for MCC, including:
- Special incentive payments that are a percentage of salary based on age and years of service, averaging $700,000 annually.
- Insurance benefits for retirees that cost $2.6 million annually.
- Premium pay for 69 early retirees who are reemployed, costing $1.6 million annually.
The total annual cost of the current early retirement plan is $4.9 million. The document also outlines an option to implement a "Rule of 80" retirement eligibility with incentive payments only and discontinue insurance benefits after July 1, 2013 to reduce costs.
The document summarizes the current early retirement plan and costs for MCC, including an incentive payment, insurance benefits for retirees, and premium pay for reemployed retirees. It shows the annual costs total around $4.9 million. It then presents an option to implement a "Rule of 80" retirement plan on July 1, 2013 that would provide a reduced incentive payment but discontinue retiree insurance benefits. This option shows the annual costs decreasing over time as current retirees are no longer receiving insurance benefits.
This document from Hay Group Actuarial compares the financial impact of 6 retirement scenarios for a company's retiree benefits program. Scenario A reflects the current program. Scenarios B-F present alternatives with variations to eligibility ages and benefit types. The analysis calculates the present value and actuarial accrued liability for each scenario based on employee data and assumptions provided to the actuaries. The key variations between scenarios include changes to retirement eligibility ages, the availability of health benefits only or health and incentive pay benefits, and the duration of incentive pay benefits after retirement.
This document summarizes an actuarial report from Hay Group that analyzes the financial impact of 6 different retirement plan scenarios for Monroe County Community College. Scenario A represents the current retirement program, while Scenarios B-F present alternatives that were discussed or suggested. The report calculates the present value and actuarial accrued liability for each scenario based on medical, dental, vision and claims data provided to the actuaries. It provides details on how the incentives were calculated for each relevant scenario.
The document summarizes the financial analysis of MCC's athletic programs for fiscal year 2010, breaking down revenue and expenses by category, program, and campus location. It shows the total revenue and expenses for MCC athletics, how expenses were categorized, and the revenue and expenses for each athletic program at the Longview, Maple Woods, Penn Valley, and Blue River campuses. Scholarship funds listed represented tuition waivers for some student athletes rather than direct distribution in the budget.
This document summarizes MCC's financial ratios from fiscal years 2006 to 2010 according to standards set by the Higher Learning Commission. It shows that MCC had a primary reserve ratio above 0.40, indicating it could cover 5 months of expenses from reserves. The net operating revenue and return on net assets ratios were mostly within or above the ideal ranges, demonstrating operating surpluses and increased wealth. The viability ratio was close to the ideal of 1.00. MCC's composite financial indicator score was above 3.0 each year, meaning strengths in some ratios offset weaknesses in others.
The document discusses projected state aid cuts, MCC's projected budget deficits, early retirement costs, projected retirement liability, fringe benefit increases, and how employee compensation packages have increased from 74.5% of the operating budget in 2002 to 78.6% in 2010.
The handout summarizes the university's debt schedule and funding sources, showing that the unexpended plant fund balance would be depleted by 2019 if only used to pay off planned debt. It also discusses the financial outlook for 2012 and beyond, which has worsened with potential additional state funding cuts. Projections assume a 5% state aid cut in 2012 and $2 tuition increases annually. For forecasting, a 17% state aid cut is being used as the most likely scenario. The current financial plan has some known issues with its assumptions about state aid increases after 2012, investment income increasing while reserves decrease, and understating potential insurance rate increases.
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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.
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1. MCC
Zero Based Budgeting - Program Listing
Analysis: Funds 110, 120, 180, 190 and 410
Source: FY12 Budget
Legend:
Location
100 = AC
200 = LV
300 = MW
400 = PV
500 = BTC
600 = BR
900 = Unallocated
Department - 1st two digits indicate program type; Academic versus Administrative
10 = Institutional Support Administrative
20 = Instruction Academic
30 = Community Service Administrative
40 = Student Services Administrative
50 = Physical Plant Administrative
60 = Academic Support Administrative
70 = Auxiliary Administrative
80 = Student Aid Administrative
Funds
110 = General
120 = Special Projgects
180 = IWI
190 = Auxiliary
410 = Restricted
D:ConFacconversion372183zbbprogramlistingdraftsept222011-110927090525-phpapp01-reupload.xlsxLegend 1 of 7
2. MCC
Zero Based Budgeting - Program Listing
Analysis: Funds 110, 120, 180, 190 & 410
Source: FY12 Budget
Dpmt # AC IWI LV MW PV BTC BR Unalloc
ADMINISTRATIVE PROGRAMS
10100 INSTITUTIONAL SUPPORT X X X X X X X X
-Contingencies, Convocation, OPEB, Benefits, Unemployment, Dues & Member, Election, Accreditation, Legal, Settlements, Audit, Liability & Fidelity Bond, Bad Debt
10101 CONVENTION SALES/ROOM RENT - X - - - - - -
10102 OFFICE OF THE PRESIDENT - - X X X X X -
10107 OFFICE OF PUBLIC INFORMATION - - X X - - X -
10108 CAMPUS BUSINESS OFFICE - X X X X X X -
10109 CAMPUS INFORMATION - - - X - - X -
10110 ORG DEVELOPMENT & TRAINING X - - - - - - -
10111 INSTITUTEFORWORKFORCEINNOCATAD - X - - - - - -
10115 CHANCELLOR'S OFFICE -DIVERSITY X - - - - - - -
10119 MAIL SERVICES X - X X X X X -
10120 COMMUNICATIONS SERVICES X - - - X - - -
10121 OFFICE OF THE CHANCELLOR X - - - - - - -
10122 MCC FOUNDATION X - - - - - - -
10124 BOARD OF TRUSTEES X - - - - - - -
10125 MARKETING SERVICES X - - - - - - -
- Advertising - Marketing -
10132 ACCOUNTING SERVICES X - - - - - - -
- Foundation - Grants - Accounting Processing - Investing/Finance -
10133 COMPUTER SERVICES X - - - - - - -
- PeopleSoft - Database Management -
10134 HUMAN RESOURCES X - - - - - - -
- Benefits - HR Processing - Recruiting - OSHA/Safety - Compliance - Payroll -
10135 PURCHASING X - - - - - - -
10136 MANAGEMENT & AUX SERVICES X - - - - - - -
- Leasing - Budgeting
10137 SPONSORED PROGRAMS FISCAL OFF. X - - - - - - -
10139 COLLEGE & COMMUNITY RELATIONS X - - - - - - -
- Governmental relations - Internal relations - External relations -
10140 ADA COMPLIANCE X - - - - - - -
10144 WEB APPLICATIONS X - - - - - - -
10145 PAYMENT SERVICES X - - - - - - -
10146 VC-EDUCATIONAL SERV/INST TECH X - - - - - - -
10147 STUDENT DEV & ENROLLMENT MGMT X - - - - - - -
10149 OFFICE -PLANNING & DEVELOPMENT - - - - X - - -
10150 PUBLIC SAFETY X - - - - - - -
- Police Force - Public Safety -
10151 STUDENT FINANCIALS X - - - - - - -
10152 EMPLOYEE WELLNESS X - - - - - - -
10153 RISK MANAGEMENT X - - - - - - -
10158 CAREER EDUCATION X - - - - - - -
10159 SOLUTION CENTER X - - - - - - -
10182 Environmental Safety X - - - - - - -
30274 SEX EQUITY - - X X X - X -
30316 ED OPP CTR X - - - - - - -
30319 EOC YEAR END X - - - - - - -
30372 TELECOMMUNITY SERVICES - - X - X - X -
D:ConFacconversion372183zbbprogramlistingdraftsept222011-110927090525-phpapp01-reupload.xlsxDetail Listing 2 of 7
3. MCC
Zero Based Budgeting - Program Listing
Analysis: Funds 110, 120, 180, 190 & 410
Source: FY12 Budget
Dpmt # AC IWI LV MW PV BTC BR Unalloc
30381 UPWARD BOUND GRANT DEC-JUNE - - - - - - X -
30382 LATINO EARLY CHILDHOOD TEACHER - - - - X - - -
30383 UPWARD BOUND (JULY-NOV) - - - - - - X -
30386 4-H YOUTH DEVELOPMENT(UNIV.MO) - - - - X - - -
30387 LINC SACERS SITE ASSESSMENTS - - - - X - - -
30389 QRS Consortium-MARC - - - - X - - -
30390 EXPAND ESL & PLANNING ABE SERV - - - - X - - -
30394 COLLEGE ACCESS CHALLENGE - - - - X - - -
30395 YPQA YOUTH WORKER TRAINING -UW - - - - X - - -
30397 BTOP X - X X X - X -
30398 COLLABORATION W-MEDICAL SUPPLY - - - - X - - -
30399 College Access-Transition Cent X - - - - - - -
30400 BTOP GRANT MATCHING X - - - - - - -
30673 HEART OF AMER ASSESSMENT CONTR - - - - X - - -
40105 MARKETING ACTIVITIES - - X X X X X X
- College Relations - Marketing -
40110 COMMUNICATION / CLIENT SERVICE - X - - - - - -
40251 CROSS COUNTRY - - X - - - - -
40252 REENTRY PROGRAM - - X - - - - -
40253 MEN'S SOCCER - - - X - - X -
40255 BASKETBALL - - - - X - - -
- Men's - Women's -
40256 BASEBALL - - X X - - - -
40261 VOLLEYBALL - - X - - - - -
40262 SOFTBALL - - - X - - - -
40263 WOMEN'S SOCCER - - - X - - X -
40270 ABLE Program - - X - X - - -
40279 SINGLE PARENT II-A - - X X - - X -
40282 SUCCESSFUL SCHOLARS - - - - - - X -
40306 STUDENT SUPPORT SVCS 8/99 - - - - X - - -
40307 SSSP YEAR END - - - - X - - -
40400 GENERAL STUDENT SERVICES X - X X X X X -
- Records Office - Financial Aid & Veterans - Student Employment Services - Learning Assistance Center - Academic Advising - Testing - Orientation -
40402 RECORDS OFFICE - - X X X - X -
40403 COUNSELING - - X X X - X -
40404 FINANCIAL AID & VETERANS X - X X X - X -
40405 ENROLLMENT SERVICES X - - - - - - -
40406 STUDENT EMPLOYMENT SERVICES - - X X X - X -
40407 ORIENTATION - - X X X - X -
40408 COLLEGE RELATIONS X - - X X X X -
40414 TESTING - - X X X - X -
40415 SPECIAL POPULATIONS/COUNSELING - - X X X - X -
40416 ADMISSIONS DEPARTMENT - - X - - - - -
40424 GED - - - - - X - -
40425 DHE DEFAULT PREVENTION X - - - - - - -
40430 NURSING SUCCESS &RETENTION/HCF - - - - X - - -
40624 PHI THETA KAPPA - - X X - - - -
40641 PUBLICATIONS - - X X - - - -
40689 DEBATE CLUB - - X - - - - -
D:ConFacconversion372183zbbprogramlistingdraftsept222011-110927090525-phpapp01-reupload.xlsxDetail Listing 3 of 7
4. MCC
Zero Based Budgeting - Program Listing
Analysis: Funds 110, 120, 180, 190 & 410
Source: FY12 Budget
Dpmt # AC IWI LV MW PV BTC BR Unalloc
50500 MAINTENANCE / PLANT X - X X X X X -
50502 GROUNDS-PHYSICAL PLANT X - X X X X X -
50503 CUSTODIAL X - X X X X X -
50504 OFFICE OF PHYSICAL FACILITIES X - - - - - - -
50507 CONSTRUCTION-INTERNAL X - - - - - - -
50508 WAREHOUSE X - - - - - - -
50509 CUSTODIAL MANAGEMENT X - - - - - - -
50536 FACILITIES ADMINISTRATION - X X X - X -
50554 STATE REPAIR & MAINT. FUNDS X - - - - - - -
60128 DUAL CREDIT - - X X - - - -
60129 SPORTS TRAINING CENTER - - - X - - - -
60130 BASEBALL ACADEMY - - X - - - - -
60275 SPECIAL POPULATIONS - - X X - - - -
60291 OFFICE-TEACHING&LEARNING SUPPT - - X - - - - -
60398 PROGRAM IMPROVEMENTS X - - - - - - -
60410 ACADEMIC ADVISING - - X X X X X -
- Academic advising - Graduation advising - Campus Life and Leadership -
60601 GENERAL ACADEMIC SENATE X - X X - - - -
60602 OFFICE OF INSTRUCTIONAL SERVIC - - X X X X X -
60603 OFFICE OF OCCUPATIONAL ED. - - X - X - X -
60606 RESEARCH AND ASSESSMENT X - - - - - - -
60607 EDUCATIONAL SERVICES X - - - - - - -
60609 RESOURCE DEVELOPMENT X - - - - - - -
60611 LIBRARY-ACADEMIC SUPPORT - - X X X X X
- Library, Academic Support - Testing -
60612 MEDIA - - X X X X
60613 BUSINESS DEVELOPMENT - X - - - - - -
60614 TECHNICAL PROCESSING UNIT X - - - - - - -
60615 DESKTOP PUBLISHING X - X - X - X -
60616 DISTRICTWIDE PRINTING X - - - - - - -
60618 EDUCATIONAL EXCELLENCE - - X - - - - -
60630 ECONOMIC DEVELOPMENT ADMINISTR - X - - - - - -
60668 NETWORK/ USER SERVICES X X X X X X -
- Engineers - NUS
60674 CAREER EDUCATION CONSORTIUM X - - - - - - -
60681 INSTRUCTIONAL SUPPORT X - - - - - - -
60697 DEVELOPMTLED.PLANNING(GKCCF) - - - - X - - -
60698 RADIOLOGY TECH INNOVATIONS - - - - X - - -
70669 RECREATION CENTER - - X X - - - -
70703 BOOKSTORE - - X X X X X -
70710 FOOD SERVICES - - X - - - - -
80834 Institutional Scholarships - - - - - - - X
80842 MISC WAIVERS - - - - - - - X
125
ACADEMIC PROGRAMS
20010-045 Divisional Chairs - - X X X X
20200 GENERAL INSTRUCTION - - X X X X X X
D:ConFacconversion372183zbbprogramlistingdraftsept222011-110927090525-phpapp01-reupload.xlsxDetail Listing 4 of 7
5. MCC
Zero Based Budgeting - Program Listing
Analysis: Funds 110, 120, 180, 190 & 410
Source: FY12 Budget
Dpmt # AC IWI LV MW PV BTC BR Unalloc
- Adjunct, Summer, Substitute, Additional pay, Coordination, Contingency
20205 DANCE - - X - - - -
20206 VETERINARY TECHNOLOGY - - - X - - - -
20207 PRACTICAL NURSING - - - - X - - -
20209 PHYSICAL THERAPY - - - - X - - -
20213 ART-INSTRUCTION - - X X X - X -
20214 AUTOMOTIVE TECHNOLOGY - - X - - - - -
20215 BIOLOGY - - X X X - X -
20216 BUSINESS - - X X X - X -
20217 CHEMISTRY - - X X X - X -
20218 CSIS - - X X X - X -
20220 Academic Computer Lab - - - X X - X -
20221 ENGINEERING TECHNOLOGY - - - - - X - -
20222 ECONOMICS - - X X X - X -
20223 ELECTRONICS DEPARTMENT - - - X - - - -
20224 ENGINEERING - - X X X - - -
20225 ENGLISH - - X X X - X -
- Developmental Ed, percentage allocated based on Load. 23%, 26%, 41% 28% for a Total Avg of 29%
20228 FOREIGN LANGUAGE - - X X X - X -
20229 GEOLOGY - - X X - - X -
20230 DENTAL ASSISTANT - - - - X - - -
20231 HOME ECONOMICS-INSTRUCTION - - - - X - - -
20233 CRIMINAL JUSTICE - - X X X - - -
20235 MATHEMATICS - - X X X X X -
- Developmental Ed, percentage allocated based on Load. 40%, 41% 56%, 52%, 35% for a Total Avg of 45.5%
20236 HUMAN SERVICES - - X - - - - -
20237 MUSIC - - X X X X -
20238 NURSING - - - - X - - -
20239 PHILOSOPHY - - X X X - X -
20240 PHYSICAL EDUCATION - - X X X - - -
20241 PHYSICS - - X X X - X -
20242 PSYCHOLOGY - - X X X - X -
20243 READING - - X X X X X -
- Developmental Ed, percentage allocated based on Load. 63%, 68%, 60%, 71% for a Total Avg of 64.6%
20245 SOCIOLOGY - - X X X - X -
20246 SPEECH - - X X X X X -
20247 GROUND AND TURF-INSTRUCTION - - X - - - - -
20251 HISTORY - - X X X X X -
20252 POLITICAL SCIENCE - - X X X - - -
20253 HONORS PROGRAM - - X X - - - -
20255 THEATER - - X X - - X -
20256 INSTRUCTIONAL COMPUTER LAB - - - - X - - -
20258 PARALEGAL - - - - X - - -
20260 LAND SURVEY - - X - - - - -
20261 CARTER ART CENTER - - - - X - - -
20262 CULTURAL AWARENESS RESOURCE - - - - X - - -
20264 CHILD GROWTH & DEV. CAMPUS - - - - X - - -
20265 HVAC - - - - - X - -
20267 SURGICAL TECHNOLOGY - - - - X - - -
D:ConFacconversion372183zbbprogramlistingdraftsept222011-110927090525-phpapp01-reupload.xlsxDetail Listing 5 of 7
6. MCC
Zero Based Budgeting - Program Listing
Analysis: Funds 110, 120, 180, 190 & 410
Source: FY12 Budget
Dpmt # AC IWI LV MW PV BTC BR Unalloc
20268 MACHINE TOOLING - - - - - X - -
20269 LINEMEN TECHNICIAN PROGRAM - - - - - X - -
20273 AFFILIATE PROGRAMS - - - - X - - -
20277 LEARNING ASSISTANCE CENTER - - X X X - X -
20278 PROGRAM IMPROVEMENT - - X X X X X -
20280 INDUSTRIAL TECHNOLOGY - - - - - X - -
20284 EDUCATION - - X X X - X -
20292 OCCUPATIONAL THERAPY-INSTRUCT - - - - X - - -
20293 HEALTH INFORMATION TECHNOLOGY - - - - X - - -
20294 EMERGENCY MED TECHNOLOGY - - - - X - - -
20295 RADIOLOGICAL TECHNOLOGY - - - - X - - -
20298 FIRE ACADEMY - - - - - - X -
20301 COMMUNITY EDUCATION - - X X - X -
20303 HEALTH CARE ENTRY LEVEL - X - - - - - -
20306 PRECISION DRIVING CENTER - X - - - - - -
20307 FRANCIS CHILD DEVELOPMENT INST - - - - X - - -
20310 FRANCIS RESOURCE CENTER - - - - X - - -
20315 INFORMATION TECHNOLOGY - X - - - - - -
20316 POLICE ACADEMY-NON CREDIT - - - - - - X -
20317 PHYSICAL EDUCATION - NON - - - - X - - -
20323 Ed2GO Pro - X - - - - - -
20324 CEADD - - - X - - - -
20329 Welding - X - - - - - -
20330 AUTO AFTERMARKET - - X - - - - -
20331 CEADD SUPPORT(Adults w/Devel) - - - X - - - -
20332 EDUCARE TRAINING - - - X - - -
20333 CDA ENHANCE-DESE - - - X - - -
20338 TECHNICAL SKILLS - X - - - - - -
20340 TRANSPORTATION - X - - - - - -
20342 FEC WORKFORCE PREP COMP TRNG - X - - - - - -
20347 Green-NaSBAP - X - - - - - -
20356 HUMAN PATIENT SIMULATOR LAB - - - - X - - -
20374 APPLIED LANGUAGE INSTITUTE - - - - X - - -
20375 ACED - - X - - - X -
20378 ENVIRONMENTAL HEALTH & SAFETY - - - - - X - -
20381 POLICE ACADEMY - - - - - - X -
20384 TECH EDUCATION - - - - - X - -
20395 Health Science Accelerated Academy - - - - X - - -
20396 COLLEGE FOR KIDS - - X - - - - -
20397 FIRE ACADEMY-NON CREDIT - - - - - - X -
20408 MO YOUTH PATHWAYS PROJECT - - - - X - - -
20414 FORD MOTOR COMPANY (ED) - X - - - - - -
20425 A. ZAHNER (ED) - X - - - - - -
20613 DISTANCE EDUCATION X - - - - X - -
20627 VISUAL AND PERFORMING ARTS - - X - - - - -
20672 DELIVERY - X - - - - - -
20702 NATIONAL ADVISORS TRUST - X - - - - - -
20706 HALLMARK CARDS - X - - - - - -
20707 OSHA - X - - - - - -
D:ConFacconversion372183zbbprogramlistingdraftsept222011-110927090525-phpapp01-reupload.xlsxDetail Listing 6 of 7
7. MCC
Zero Based Budgeting - Program Listing
Analysis: Funds 110, 120, 180, 190 & 410
Source: FY12 Budget
Dpmt # AC IWI LV MW PV BTC BR Unalloc
20713 MAGNA SEATING INC. - X - - - - - -
20714 CERTAINTEED CORPORATION - X - - - - - -
20719 ENVIRON HEALTH/SAFETY WORKSHOP - X - - - - - -
20725 WELDING - GF - - - - - X - -
20729 PETERSON MANUFACTURING - X - - - - - -
20733 CISCO - - - - X - -
20736 HARLEY-DAVIDSON MCT - NAPTON - X - - - - - -
20738 BAYER CROPSCIENCE - X - - - - - -
20739 MICHELIN NORTH AMERICA MCT - X - - - - - -
20744 ATK (ALLIANT TECHSYSTEMS) - X - - - - - -
20751 ZENGER MILLER - X - - - - - -
20754 LIMITED CONTRACTS - BAUER - X - - - - - -
20760 LIMITED CONTRACTS - X - - - - - -
20764 FORD CUSTOMIZED TRAINING - X - - - - - -
20767 LIMITED CONTRACTS-JIMMIE TYLER - X - - - - - -
20772 KANSAS CITY POWER & LIGHT - X - - - - - -
20775 TRAINING FOR TOMORROW X - - - - - - -
20780 HD RECRUITMENT - X - - - - - -
20781 General Motors - Bauer - X - - - - - -
20785 PLASTICS ENTERPRISES - X - - - - - -
20786 CALMAR - X - - - - - -
20787 CONTRACTS - X - - - - - -
20795 ABC - X - - - - - -
20796 HONEYWELL FM& T - X - - - - - -
20799 HALDEX - X - - - - - -
20811 ANTHROPOLOGY - - X - - - - -
20814 ENERGY SECTOR PARTNER/MU/DWD X - - - - - - -
20815 PHONOLOGY - - X - - - - -
20816 MO. Cyber Security Education X - - - - - - -
20817 BTC Fab Lab - - - - - X - -
126
D:ConFacconversion372183zbbprogramlistingdraftsept222011-110927090525-phpapp01-reupload.xlsxDetail Listing 7 of 7