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Presented to the Board of Trustees |
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March 13, 2001 |
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“Present to the Board of Trustees, by March
1, 2001, a report examining historical and projected revenues and
expenditures, enrollment patterns, and other variables, to evaluate and
ensure the long-term fiscal stability of the college.” |
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How have we managed our resources? |
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What did we do when times were lean? |
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What did we change when times got better? |
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What were the environmental factors that
affected us then, and are they changing? |
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What are our strengths, and how did we acquire
them? |
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What are our weaknesses, and what will it cost
to convert them to strengths? |
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Learning Resource Center |
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4.75 FTE Library Staff $302,000 |
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7.75 FTE Classified Staff $394,000 |
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Maintenance at $1.75 asf $147,000 |
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TOTAL $843,000 |
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Petaluma Phase II |
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4.0 FTE Library Staff $256,000 |
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7.55 FTE Library Classified Staff $324,000 |
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7.75 FTE Classified Staff $394,000 |
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Maintenance at $1.75 asf $170,000 |
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TOTAL $1,144,000 |
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Flat costs in health care benefits |
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Very stable energy prices |
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Steady, low inflation rates |
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Rapid growth in Foundation assets |
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Rapid population growth, and increases in high
school graduates |
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Strong improvement in the state economy after
the early 1990’s |
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PERS employer contribution rate of 7%+ rescinded |
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Four-year base revenue loss from no COLA |
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Statutory COLA was significantly below CPI |
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Significant, continuous growth in categorical
state funding |
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Growing competition from other postsecondary
institutions |
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Cost of housing |
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Diminished labor supply |
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Wage pressures |
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Wages kept pace with inflation |
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Petaluma Campus constructed |
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Coddingtown Center, Race Building, Call Center,
Button Building, etc. |
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Rapid growth in scholarships |
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Ability to draw on General Fund for capital
projects |
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Growing attendance of minority students |
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Stable fund reserve |
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Inability to achieve all funded growth |
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Diminished budget flexibility caused by
restricted funds |
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Increased costs of serving high risk students |
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Recent decline in attendance rates of high
school graduates |
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Decline in overall institutional efficiency |
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Use of transferred FTES from future year |
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Higher costs associated with instructional
technology |
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Increasing headcount, but lower student academic
loads |
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Growing parking problem on Santa Rosa Campus |
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Lack of growth on Santa Rosa Campus |
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Heavy reliance on temporary employees, student
workers, and adjunct faculty |
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Aging facilities on Santa Rosa Campus |
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Wage pressures |
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Recruitment difficulties |
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Aging college workforce |
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Tight budget |
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Population growth in the county, combined with
relatively steady pools of high school graduates, will help the college
sustain its current enrollment |
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SRJC’s growth potential will be softened by a
projected continuation of a low unemployment rate, by improvements in state
and federal student financial aid programs, and by emerging competitors in
postsecondary education |
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The college will pay increasing attention to the
marginal benefits of adding more courses off-campus because of the greater
inefficiencies associated with offering instruction at over 100 locations |
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While continuing to seek improvements in its
strategies for attracting and retaining traditional high school graduates,
SRJC will move toward providing instructional services at non-traditional
times in an effort to carve out new, untapped student markets |
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Labor supply pressures, combined with SRJC peer
group wage increases, will place pressure on SRJC wages and recruitment
efforts |
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Infusing technology into the classroom and
student support services will be essential, but costly, in keeping SRJC’s
reputation for quality services intact |
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A 50% turnover of faculty in the next decade
will bring fresh ideas and energy, but also demands for improved classroom
conditions and academic support services |
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Outreach services will continue to expand in an
effort to attract and retain the growing ethnic minority populations in the
county |
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The college’s scholarship offerings will level
off as Foundation investments and shareholder earnings in the Doyle Trust
grow at more modest rates of return |
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Energy costs and health and welfare benefit
costs will skyrocket over the next three years before leveling off |
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Categorical funding will continue to place added
pressure on the Board and college administration, reducing institutional
flexibility in addressing local priorities |
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Some of the key buildings on the Santa Rosa
campus will require attention as they approach the end of their useful life |
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The college’s capacity to use its General Fund
to provide matching funds for new construction will be severely impacted by
a change in state policy requiring a 50% local match instead of an
approximate 10% match |
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Notes