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FALL MEETING
DIVISION OF BUSINESS & FINANCIAL AFFAIRS
Malibu HallOctober 18, 201710:00 a.m. to noon
Get Ready to Kahoot!Today’s meeting will include an interactive exercise using your mobile device to obtain feedback on CSUCI’s strategic initiatives and priorities.
Details about the exercise and how to get ready:
• Each table will be a team• Each team needs one team member to
download the Kahoot app or go to the website: https://kahoot.it/
• Later in the meeting, teams will compete against each other in a trivia game about CSUCI’s strategic initiatives and priorities
• The game PIN and more instructions will be provided before the game starts
AgendaWelcome
Organizational Efficiencies
CI 2025 Update
Recognition Outreach & Awards
Budget Update & Strategic Initiatives Process
Strategic Initiatives Exercise & Subcommittee Presentations
Ysabel TrinidadVice President for Business & Financial Affairs
WELCOME
Laurie NicholsExecutive Director Human Resources
ORGANIZATIONAL EFFICIENCIES
Organizational Effectiveness
Support the Division’s mission by providing the university with staff development, employee engagement, change management and Lean Six Sigma, as well as offering consultative services to functional leadership teams regarding organizational and leadership matter.
Administrative Efficiencies Committee
CI is committed to continuous improvement, and routinely reviews resource allocations to ensure maximum effectiveness and identify new opportunities to improve efficiency.
Charge: “To recommend operational improvement activities for administrative efficiencies in all areas of CI and its auxiliaries in order to facilities administrative and student services that are cost effective, efficient, and strategically position the University for the future.”
Highlight of Divisional Projects• Business and Financial Affairs
– Facilities Services - Installation of enhanced water metering equipment identifies water leaks for earlier correction and decreased waste. $1200/year (approximately $100/m).
• Student Affairs– Adaptation of Maxient Database to track and manage student behavior, reduced hard copy student files
and copies, as well as increased communication across campus divisions. $2,000 annual savings• Technology & Innovation
– Streamlined guest wireless onboarding; simplified steps reduced staff hours to administer and troubleshoot. $8,500/144 hours annual cost avoidance.
• University Advancement– Migration to NXT (fundraising management software) allows for one-stop shop with communicating
with donors/processing gifts. • Office of the President
– Reduced a 24-step process for delegation of authority. $12,630/442 hours annual cost savings.
Lean 6 Sigma
New Green Belts
John GormleyAssistant Vice President for Facilities Services
CI 2025 UPDATE
CI 2025 Vision Plan “Where Do We Go Next?”
August 2017
Five Year Campus Facilities NeedsAcademic Spaces• Classrooms/Instructional Labs• Faculty Offices • Campus Theater/Large Lecture Space • Extended University• Undergraduate Research Space • Academic Advising
Student Life Spaces• Student Housing Phase 4
- 400 +/- beds • Student Wellness/Health• Student Recreation
Campus Support Spaces• Conferencing Facilities • Hotel/Restaurant
Mixed Use ProjectPotential Scope• Student Housing (400 beds, apartment style)• Extended University – relocated from TO campus
- Classrooms- Labs- Administrative spaces
• Student Wellness/Health/Recreation• Campus Theater/Lecture Space• Campus Hotel (100 rooms)• Conferencing Facilities • Restaurant• Parking
Mixed Use Project
Mixed Use Project
Gateway Hall ProjectProject Scope (Phase I) – Occupancy Fall ‘21• Enrollment Services• Student Business Services • Academic Advising • Faculty Offices
- 50 Tenure Track- 40 Shared Offices- Faculty Support
Project Scope (Phase II) – Occupancy Fall ‘24• Interdisciplinary Instruction
- 200-seat lecture- 4-60 seat classrooms- 4-40 seat classrooms- 2-24 seat labs
• Enrollment Services (expansion)
Gateway Hall Phase I
Gateway Hall Phase II
Ysabel TrinidadVice President for Business & Financial Affairs
Laurie NicholsExecutive Director Human Resources
RECOGNITION OUTREACH & AWARDS
Traveling Coffee Break!
Website Update
BFA link to nominate:http://www.csuci.edu/vpbfa/recognition/nomina
tion.htm
Recognition Awards
In recognition of your service to our
CSU Channel Islands community.
Diane MandrafinaAssistant Vice President for Business & Financial Affairs/Controller
BUDGET UPDATE & STRATEGIC INITIATIVES PROCESS
Agenda
1. 2017/18 Approved Budget (System-wide and campus-level overview)
2. Strategic Initiatives Steering Committee3. 2018/19 Budget Cycle and Process
2
2017/18 Approved BudgetOverview of allocation increases CSU system-wide and at the campus-level
2017/18 Final Budget:CSU System-wide Allocation Increases
Permanent Funding: Increase of $177.2 from CSU General Fund. (This includes the $157.2 consistent with the governor’s original proposal, plus $20 million for system-wide enrollment growth of 2,500). Plus $5.1 million allocation for lease revenue bond annual debt service costs.
One-time Funding: A total of $20 million from state General Fund for a variety of purposes, including $12.5 million for Graduation Initiative 2025 activities.
Tuition Increase: Estimate additional $119 million in gross revenue that will support student success initiatives: Graduation Initiative 2025 (e.g., new faculty hires, and adding high demand course sections); Student University Grant funding pool; and a wide variety of other academic and student support services.
Senate Bill 1 (2017): $2 million allocation for transportation-related education and training pursuant to Senate Bill 1 (won’t impact operating budgets).
Resources:CSU Office of the Chancellor (Coded Memo B 2017-05):http://www.calstate.edu/budget/fybudget/coded-memos/B_2017-05_Final_Budget_Allocations_Memo.pdf
CA Final Budget (2017/18), Higher Education: http://www.ebudget.ca.gov/2017-18/pdf/Enacted/BudgetSummary/HigherEducation.pdf
3
2017/18 Final CSU Budget:CSU Allocation Increases for CSUCI
Permanent funding: Increase of $4.43 million in CSU General Fund allocations to CSUCI.
One-time funding: CSU allocation provides $1.62 million in one-time funding to CSUCI from the CSU General Fund to support student success initiatives, including $321k for Graduation Initiative 2025 related activities.
Total Gross Tuition and Fee Revenue: $2.54 million increase supports 200 FTES enrollment growth at CSUCI.
2017/18 CSUCI Amended Final BudgetPreliminary CO Budget Allocations & Final Amended Allocations2017/18 CSUCI Approved Budget
4
2017/18 CSUCI Amended Final Budget:Amended Final Budget Revenue (Sources)
2017-18 GENERAL FUND OPERATING BUDGET 2-Aug-17Prelim Budget
Final Budget One-Time
SOURCES
General Fund Appropriation - New Funding
General Fund 3,139,000 4,430,000 1,623,458
Tuition 1,698,000 2,537,000
Subtotal New Enrollment Funding 4,837,000 6,967,000 1,623,458
Prior Year Adjustments16/17 Retirement Adjustment 673,000 673,000Subtotal 673,000 673,000 -
TOTAL SOURCES 5,510,000 7,640,000 1,623,458
2017/18 CSUCI Amended Final Budget:Amended Final Budget Expenditures (Uses)
2017-18 GENERAL FUND OPERATING BUDGET Prelim Budget Final BudgetUSES
Mandatory Costs OperatingInsurance 25,000 225,000 (A)Utilities 25,000 25,000Faculty: 531,000 (B)Sabbatical/FERP: $205,200Promotions: $143,400 143,400Course Releases: $182,400
Staff Equity 295,000 (C)
Subtotal - Mandatory Costs Operating 193,400 1,076,000Mandatory Costs – AllocatedRetirement Adjustment 16/17 673,000 673,000State University Grant (SUG) 511,000 511,000Compensation Pool 2,676,000 2,676,000Benefits 71,000 103,000 (D)Subtotal committed mandatory costs 3,931,000 3,963,000
Divisional Operating Allocation 145,300 145,300Contingency (5%) - 350,000
TOTAL USES 4,269,700 5,534,400
Notes: (A) Increase to Risk pool from CSURMA letter dated 7/14/2017 (B) Perm funding for Sabbaticals added $205,200; Perm funding 16 Conversions of NTTto TTF positions budgeted in 15/16 however perm release time funding was excluded $182,400; (C) 1% staff salary pool; (D) benefits increased from salary pool
2017/18 CSUCI Amended Final Budget:Amended Final Budget (Summary)
2017-18 GENERAL FUND OPERATING BUDGETPrelim Budget Final Budget
TOTAL SOURCES 5,510,000 7,640,000
TOTAL USES 4,269,700 5,534,400
16/17 CONTINGENCY UNALLOCATED 409,000 409,000
TOTAL PERMANENT UNALLOCATED 1,385,600 2,514,600
ONE-TIME UNALLOCATED 1,248,000 2,871,458
One-Time Allocations:Migrate from Blackboard to Tableau Software
100,000Disability Resource Contingency 40,000 40,000
TOTAL ONE-TIME UNALLOCATED 1,200,300 2,731,458
2017/18 CSUCI Amended Final Budget:One-Time Allocations
2017-18 CSU One-Time Allocations
( A ) ( B ) ( C ) ( D ) ( E ) ( F ) ( G )
ASA 2017-07 B 2017-04 May 25, 2017:Five-Year Plan
Final Budget
Research, Scholarly &
Creative Activity
Academic Preparation
Data-Driven Decision Making
Year 1 of 2: Course
Redesign
Infrastructure Improvement
Graduation Initiative
2025Total
42,458 140,000 120,000 0 1,000,000 321,000 1,623,458
2017/18 CSUCI Amended Final Budget:Multi-Year Budget Forecast Detail
Original Final
(1) (2) (3) (4)Year 2017/18 2017/18 2018/19 2019/20
FTES % Increase from General Fund Base 2% 2%Percent Increase Tuition 4.97% 7.2% 0% 0%Enrollment Increase (FTES) 200Projected Revenue IncreaseGeneral Fund 4,430,000General Fund (2016/17 adj) 673,000Tuition 1,773,999 2,537,000 641,841 667,514Total Revenue 1,773,999 7,640,000 641,841 667,514Projected Mandatory CostsFaculty (18/19 and 19/20):
Sabbatical/FERP: $ 50,000 200,000 200,000Promotions: $150,000 143,400 143,400
Course Releases for Conversions - Faculty 182,400Fixed Costs (utilities, insurance) 50,000 250,000 250,000 250,000Student Captioning Services 145,300 145,400Compensation - Campus Contribution (est.) 1,100,000 425,000 1,100,000 1,100,000Staff Equity 295,000 125,000 125,000State University Grant 511,000Fringe Benefit Pool 103,000Retirement adjustment 2016/17 673,000Compensation - CO Distribution 2,251,000Contingency (5%) 350,000 32,000 33,000
Subtotal 1,438,700 5,534,400 1,707,000 1,708,000
Base assumptions: 2% increase in enrollments and no tuition increase in future years.
2017/18 CSUCI Amended Final Budget:Multi-Year Budget Forecast (Summary)
Original Final
(1) (2) (3) (4)Year 2017/18 2017/18 2018/19 2019/20
1,773,999 7,640,000 641,841 667,514Projected Revenue Increase
Projected Mandatory Costs 1,438,700 5,534,400 1,707,000 1,708,000
Total Permanent Unallocated 335,299 2,105,600 (1,065,159) (1,040,486)16/17 Contingency/Unallocated 409,000 409,000
Permanent Budget Balance 744,299 2,514,600 1,449,441 408,955
One-Time Unallocated: 1,248,000 2,871,45816/17: 1,248,00017/18: 1,623,458
Bb to Tableau Software Change 100,000Disability Resource Program Contingency 40,000
One Time Unallocated Balance 2,731,458
Total Permanent and Unallocated Balance 1,992,299 5,246,058 4,180,899 3,140,413
Total FTES 5,589 5,789 5,905 6,023Increase In FTES - 200 116 118
Base assumptions: 2% increase in enrollments and no tuition increase in future years.
STRATEGIC INITIATIVES STEERING COMMITTEE
SUB COMMITTEES:○ Inclusive Excellence○ Capacity and Sustainability○ Integrative Excellence○ Academic Placement and Support○ Communicating Clear Curricular Pathways
2018-19 CSUCI Budget Cycle and Process:Timeline of major events
September - October 2017• Strategic Resource Planning activities commence• FY 2018/19 campus budget instructions issued
December 2017• Initial General Fund and campus enrollment projections for 2018/19 prepared
February- March 2018• Updated General Fund and campus enrollment projections for 2018/19 provided based on Governor’s preliminary
January budget proposal• Divisions prepare their budget requests
June 2018• Draft annual budget report and recommendations from Strategic Resource Planning Task Force submitted to
Cabinet• California governor signs final state budget
July - August 2018• CSU finalizes budget and allocations to campuses• President Beck makes budget decisions and signs annual budget
Questions
Fiscal Year 2018 (FY 18) Budgethttps://www.csuci.edu/strategic-resource-planning/documents/final-fy18-budget-with-amendment-to-edb.pdf
Teresa MontoyaAdministrative Support Assistant, Division of Business & Financial Affairs
STRATEGIC INITIATIVES EXERCISE
Time to play!
• Make sure your table has someone who will be responsible for entering your team’s answers on a mobile device
• Open up the Kahoot app or go to the Kahoot website: https://kahoot.it/
• Enter the game PIN• Enter your team name (this will be your table
number, “Table 1”)• Let’s go!https://create.kahoot.it/login
STRATEGIC INITIATIVES SUBCOMMITTEE PRESENTATIONS
CSUCI Strategic Initiatives Subcommittee on Capacity and Sustainability Soliciting Feedback on Critical Campus Needs
BFA Divisional MeetingWednesday, October 18, 2017
Strategic Initiatives Steering Committee:
Subcommittees to Identify CI’s Longer-term Priorities to Inform Resource Alignment
• Inclusive Excellence• Academic Placement and Support• Capacity and Sustainability • Communicating Clear Curricular Pathways• Integrative Excellence
Strategic Initiatives Subcommittee on Capacity and Sustainability:
Subcommittee Background and Charge
• Background: Given the unpredictability of ongoing financial support broadly for higher education, CSUCI must determine how to ensure that we have the necessary economic and physical resources to meet the needs of a growing population of students and the University’s ongoing commitment to our region.
• Charge: The Capacity and Sustainability Subcommittee is charged with identifying the most pressing priorities and key opportunities CSUCI needs to pursue to continue to grow while maintaining the University’s commitment to excellence, equity and inclusion.
Capacity and Sustainability: Setting the Stage
What we’re looking for………
THOUGHTS and IDEAS THAT THE CAMPUS CAN ACT ON
Specifically…..
Pilot projects / programs that can be implemented in spring 2018
Long term projects / programs that can begin in spring of 2018
Strategic Initiatives Subcommittee on Capacity and Sustainability
Context to Facilitate Conversation
What we know……..
STATE FUNDING IS UNCERTAIN AND UNRELIABLE.
Sustainability - There are cross-divisional capacities that can be harnessed to
become more efficient and streamlined.
- Technology is one tool that could help the campus increase capacity (both financial and human resources), but likely not the only opportunity.
Strategic Initiatives Subcommittee on Capacity and Sustainability
Strategic Initiatives Subcommittee on Capacity and Sustainability
Additional Context for the Conversation
• Using a modest growth rate of 3%, CI’s enrollment is projected to increase by about 30% over the next 10 years.
• During this same timeframe, CI anticipates state funding to support only one additional building, which will provide new classroom space around 2023-2024.
• What will be some of the most critical academic, co-curricular, and student support priorities and opportunities?
What we know……..
STATE FUNDING IS UNCERTAIN AND UNRELIABLE.
Capital / Space- We have immediate and long term space needs that must be addressed.- Long term planning for space hinges on a comprehensive academic plan.- Space can aid in revenue generation for the campus. - Space should serve a variety of campus needs and prioritize how we
intend on serving students.
Strategic Initiatives Subcommittee on Capacity and Sustainability
Additional Context for the Conversation
Strategic Initiatives Subcommittee on Capacity and Sustainability:
Identifying and Prioritizing Critical NeedsInitial priorities were identified in Spring 2017. A recent campus-wide survey was conducted to further refine and prioritize critical needs.
➔ Do these survey results reflect the most pressing priorities? Key opportunities?➔ What are our most critical academic, co-curricular, and student support space
priorities and opportunities to ensure a sustainable enterprise?
Please submit additional feedback about our most critical needs to Dusty Russell at [email protected]
by mid-October
Co-Chairs: Dr. Wm. Gregory Sawyer and Dr. Marie Francois
Sub-Committee Members: Dr. Julia Balén, Dr. Amanda Carpenter, Mia Fernandez, Gary C. Gordon II, Dr. Sean Kelly, Dr. Lynette Landry, Monica Pereira, Richard Pineda
Expand Learning Communities• Run by Undergraduate Studies and bridging with Student Affairs (creating a
new infrastructure)• Under the Mission Centers
– Faculty development opportunities to incentivize the faculty participation. – Each Center will have an academic advisor associated with their learning community– Groups chosen by Centers funded to attend Washington Center trainings for three
years
• Some of the LCs paired with Math courses to allow for learning math “in context”
Expand Learning Communities (cont.)• Forging partnerships with the Divisions of Student Affairs, University
Advancement, Technology and Innovation, Business and Financial Affairs and Academic Affairs in order to ensure quality and promote institutionalization– Student Affairs will build orientation materials, events and activities around LCs while
supporting LC co-curricular and extracurricular programming– University Advancement partners will develop familiarity with learning communities to
promote them to donors– University Advancement (Communication and Marketing) will develop familiarity with
learning communities and identify opportunities to promote LCs and their activities
• Student Affairs (Career Development Services) will work with Learning Communities in order to identify internships related to LC themes
• Orient scholarships to match with learning communities
Institutionalize Student Research• Create a Center for Student Research• Invest permanent funding for existing Student Research initiatives• Preserve and institutionalize the Summer SURF faculty-mentored student
research program• Add an advisor to promote major scholarship opportunities (e.g., CSU
Doctoral, Goldwater, Truman, etc.) and help prepare students to apply for these opportunities
Institutionalize Student Research (cont.)• Work with the Writing Center to prepare students for conferences• Work with the Library to create a digital scholarship lab• Clear mechanisms to reimburse them for travel to do or present research• Coordination among capstone and research classes in programs across the
schools.• Work collaboratively and concert with with the Divisions of Student Affairs,
University Advancement, Business and Financial Affairs, Technology. And Innovation and Academic Affairs
PEER-to-peer Programs Collaborations• Building synergy in training and collaboration among the different peer-to-peer
programs on campus:– PEEPs – Tutors – EOP– SSS – Academic Advising– Wellness Promotion Education– Resident Assistants– Orientation Leaders – Career Development Center, etc.
Annual Campus Theme Programming• “Wicked Problem” (inequality, homelessness, climate change, injustice,
poverty) or something positive (inclusion, peace, community)• Units/groups/classes engage the theme throughout the semester:
• Mission-aligned Learning Communities and Living Learning Communities• Housing and Residential Education (HRE)• Student Research• Mission Centers• Multicultural Dream Center• Associated Student Inc.• Inclusive Student Services• Career and Leadership• Capstone courses• Commuter programming• Campus Reading Celebration
Faculty Success Programs• More systematic faculty development that embraces the mission• On active learning and difficult conversations• For chairs and observers/evaluators of faculty teaching on how to do
holistic evaluations• On individual research agendas, and how to connect faculty research to
teaching
General Education Theme Tracks• Mission Centers, in close consultation with Departments and Chairs,
will design GE Tracks around coherent themes or problems. • Each track will have a dedicated academic advisor• Tracks can be “grafted” onto LCs to create a minor or endorsement on
completion
15 to Finish• Create a holistic communication plan to encourage on-time graduation by investing
in a university messaging campaign that urges students to take a full load of classes (15 units) every semester. CI students operate under the mistaken belief that 12 units is “full time” (true for financial aid, but bad for their pocketbook).
• For instance:– Four year cost at 15 units per semester: 6802 x 4 = 27,208– Four year cost at 12 units per semester: 6802 x 5 = 34,010– 15 to Finish saves you almost $7,000
• The Challenge is how to promote this while recognizing that many student need to work for living expenses and to contribute to family income.
• More scholarships to make it possible
Other Synergies: Stand Alone or Woven In
• Synergy among and support for the Affinity and Marginalized Student Stoling/Chord Celebrations – Si Se Pudo, Black Student Stoling Ceremony, Lavender Lunch Chord Ceremony, Undoca Student Stoling Ceremony, etc., tying the event into the Mission
• Mission-Based Centers (MBCs) -- Increase interconnection among MBCs, sustained connections to both courses and student affairs programming and sufficient staffing.
• Improve communication throughout campus -- about programs, activities and events regarding opportunities.
• Outcome synergy (while maintaining additional specific ones) between the curriculum and the co-curriculum– Lacayo Internships drawing on GE outcomes and Program Internship outcomes– ROI programming drawing on SLOs for multicultural courses
Strategic Initiatives Steering CommitteeACADEMIC PLACEMENT & SUPPORT SUBCOMMITTEE
Sub-Committee Membership
Virgil Adams Helen Alatorre Michael Berman Genevieve Evans Taylor Sohui Lee
Chelsea Lincoln Ginger Reyes Monica Rivas Steve Stratton Cindy Wyels
Our Charge
In the context of the elimination of non-credit bearing remediation courses and placement tests, how will CSUCI ensure that incoming students are:
Appropriately identified, Placed into critical courses, And supported to meet the high standards of academic
achievement.
CO is determining.
Our future focus.
Our immediate focus!
We need your feedback! Provide it now or following this presentation.
https://tinyurl.com/APS-survey2017
Placed into Critical Courses: OPTIONS
Expand learning communities? Mandate for students in need of
remediation? Support academic success and
integration into the life of the university.
Take 2 or more classes together. 4-10% higher retention to 2nd year.
Placed into Critical Courses: OPTIONS
Implement faculty development on research based pedagogy for effective teaching with specific focus on first generation and freshmen students.
Placed into Critical Courses: OPTIONS
Increase connectivity of first year students to core faculty and ensure core faculty are involved with development of first year courses.
Placed into Critical Courses: OPTIONS
Analyze the demand and availability for first-year English courses and reconsider self-directed placement option.
Placed into Critical Courses: OPTIONS
Develop new mathematics & quantitative reasoning options for academic programs. 68% overall pass Math 105
Current pathway
Placed into Critical Courses: OPTIONS
Implement block scheduling of co-requisite classes to provide linked academic support and build relationships amongst peers.
Example
MATH 99 (pre-bac 1-credit)Required for Level 1 placementOptional for Level 2 placement
MATH xxx, Mathematics for Statistics (3 elective credits, lecture & activities)Required for Levels 1 and 2 placement
MATH xxx, College Statistics (3 GE B3 credits, lecture & activities. Co-mingled.)Restructure & combine MATH 201 and MATH 202
UNIV 1xx (3)Focus on growth mindsets, learning strategies, math as
cultural artifact, university transitionRequired for Levels 1 and 2 placement.
ENGL 102 or 105 (3)
(first course in major)
Level 1 – needs high supportLevel 2 – needs moderate support
Placed into Critical Courses: OPTIONS
Implement new stretch courses; align support.
MATH 99 (pre-bac 1-credit)Required for Level 1 placementOptional for Level 2 placement
MATH xxx, Stretch College Statistics I(3 elective credits, lecture & activities)Required for Levels 1 and 2 placement
UNIV 1xx (3)Focus on growth mindsets, learning strategies, math
as cultural artifact, university transitionRequired for Levels 1 and 2 placement.
ENGL 102 or 105 (3)
(first course in major)
(elective)
MATH 99 (pre-bac 1-credit)Required for Level 1 placementOptional for Level 2 placement
MATH xxx, Stretch College Statistics II(3 elective credits, lecture & activities)Required for Levels 1 and 2 placement
(major, GE and/or elective courses)
Level 1 – needs high supportLevel 2 – needs moderate support
Thoughts, comments, suggestions and questions are welcomed!
https://tinyurl.com/APS-survey2017
