2015 2016 Adoption Budget - napavalley.edu...2015‐2016 Adoption Budget 9 • Napa Valley...

2015‐2016 Adoption BudgetPresented to the Napa Valley College Board of Trustees

September 10, 2015

Glenna Aguada – ControllerDr. Terry Giugni, Vice‐President, Instruction

Dr. Jeanine Hawk ‐ Interim Vice‐President, Administrative Services

2015‐2016 Adoption Budget

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Planning Budget Assessment

Process

Develops Budget Timeline & Assumptions

Reviews Annual Unit Plans & Budgets

Identifies Available Resources

Recommendation to the President

NVC Budget Committee

Budget PrinciplesAnd Values

Monitor Budget


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RevenueEnrollment Funding – Historical Fall Term FTES

All data from Report Manager* F15 FTES generated from Report Manager + estimate of PA based on 75% enrollment

Fall SemesterNumber Sections Enrollments Fill Rate

FTES Generated

Percent of Previous

FallProductivity FTES/FTEF

F11 672 19259 98.9 2612.5 NA 16.25F12 628 17822 94.4 2405.87 92.09% 15.92F13 764 18343 86.6 2401.38 99.81% 14.58F14 787 17795 81.4 2332.72 97.14% 14.05F15 790 17375 78.7 2059.34 88.28% 12.69

All data from Report ManagerF15 numbers from Monday after the last day to add


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RevenueEnrollment Funding – Historical Fall Term FTES

1500170019002100230025002700

F11 F12 F13 F14 F15

FTES Generated


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RevenueEnrollment Funding – Basic Allocation By Location

09‐10 10‐11 11‐12 12‐13 13‐14 14‐15 15‐16NVC 5647.14 5220.37 5319.21 5401.24 5079.24 5151.85 5151.85Upper Valley Campus 998.5 640.9 282.19 305.76 462.16 520.45 520.45

0

1000

2000

3000

4000

5000

6000

FTES

NVC

Upper Valley Campus

In 14‐15 UVC achieved medium center (>483) funding level


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Enrollment Projections – FTES

a – Based on UVC numbersb ‐ Estimate based on enrollments as of 9/8/15 and 75% retention in PA coursesc – Noncredit numbers are targets based on past numbers for UVC noncredit plus contracts with NVSS and PSId – Estimate based on FTES generated Sp15 e – Estimate based on FTES generated SU15.

FTES projections are 254.28 FTES short of base and 339.8 short of base + growth.

Late SU15 F15 SP16 Early SU16 Total

Credit 42.25 2059.34b 2324.52d 423.86d 4849.97

NC 101.15a 215.02c 231.14 0 547.31

Total 143.4 2274.36 2555.66 423.86 5397.28


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Possible Reasons for the Drop in Enrollment for F15

• People are working!• Changes to repeatability and matriculation rules and restrictions on

enrollment (SSSP requirements) continued impact • Changes in general population and to numbers of high school graduates

in our feeder areas – Declining by 5% ‐ 2024• Bottleneck in some disciplines (English, Math, Biology, Chemistry) due to

restricted facilities and available faculty


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Enrollment Management

• Improve the pathway for students to register for classes at NVC ‐SSSP

• Use data to determine student need and demand• Develop schedules based on above data• Improve productivity (FTES/FTEF)• Develop additional pathways leading to employment and/or

transfer (this will include further development of enhanced non‐credit courses)


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• Napa Valley College’s Base FTES for 2015‐16 is 5,651.56 FTES • Opportunity for growth of 85.52 FTES or $386,791 and is not

included in the adoption budget

• If NVC does not generate base FTES will go into stability:SB361 Says:Decreases in FTES shall result in a revenue reduction in the year following the decrease and at thedistrict’s average FTES.

Districts shall be entitled to restore any reductions in apportionment revenue due to decrease innoncredit FTES during the three years following the initial year of decrease in noncredit FTES ifthere is a subsequent increase in FTES.

No revenue impact on 2015‐2016

State Apportionment


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State Apportionment

15‐16 14‐15 16‐17Basic Allocation $ 3,969,432 3,935,976 3,395,976

Base FTES Base FundingCredit FTES 5172.72 4675.903043 $24,187,137 23,983,280 23,332,320Non‐Credit FTES 483.33 2811.752093 1,359,004 1,347,550 1,538,898 Enhanced FTES 16.25 4675.903043 75,983 $ 25,622,125 53,341 53,341

5672.3 $ 29,591,557 29,320,147 28,320,535Inflation Adjustment 1.02% $ 301,834 249,221 ?Stability Restoration $ ‐ 105,247Restoration of 11‐12 Workload Reduction 743,199Mandated Costs Block Grant 5672.3 $28/FTE One‐Time $ 158,824

Total Computational Income 30,052,215 30,417,814

* At risk if we do not make base

*


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District Revenue Source

15‐16 14‐15 16‐17Property Taxes $ 26,355,335 22,290,185 ?Enrollment Fees 2,200,000 2,187,287EPA Funding 1,496,880 4,062,792 *Apportionment Payment (0) 1,877,550

Total Computational Revenue $ 30,052,215 $ 30,417,814

* At risk due to sun setting of the sales tax portion in December 2016


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Other Inflows/Outflows

RevenueOther Financing Sources

District Auxiliary Services (DAS)– established 2013‐2014 and includes the following activity : non‐scholarship donations, café, bookstore, indirect cost allocations from grants, and other non‐operating profit centers.

2014‐2015 Estimated Fund Balance $159,1172015‐2016 Profit Estimate 200,0002015‐2016 Transfer to UGF (250,000)2015‐2016 Estimated Available Fund Balance $109,117


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Other Inflows/OutflowsExpendituresInterfund Transfers

Child Development Center – The CDC serves 125 children ranging from 2 months to 5 years 7months or kindergarten entry. The center serves as a Lab School for college students pursuingcareers in Child and Family Studies and Health Occupations. The following amounts have been, orare estimated to be transferred from the Unrestricted General Fund to the CDC Fund to supportoperations and balance the budget:

2013‐2014 $ 28,3012014‐2015 $138,5002015‐2016 $ 53,500

Other Post Employment Benefits (OPEB) – The OBEP liability is based on an Actuarial Valuation thatwas performed and completed in November of 2013 by Nyhart Epler and calculated the totalliability as of June 30, 2013 to be $38,901,886. A ten year funding plan was established in 2011‐2012. Since that time is was planned that $2,037,674 be funded however $2,096,853 has actuallybeen funded or budgeted in 15‐16.

2014‐2015 Adopted Budget

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General Fund Budget Summary – Ending Balance13‐14 14‐15 15‐16 16‐17 est. *

BEGINNING FUND BALANCE at JULY 1 4,983,129 6,301,761 4,714,273 616,670

ADD: Total Income 34,585,169 34,579,956 35,548,445 35,548,445 LESS: Total Unrestricted Expenditures (33,065,599) (35,320,620) (36,943,087) (37,239,249)

END BALANCE before GASB54 DESIGNATIONS 13,574,296 5,561,097 (1,394,642) (1,074,134)

NON‐SPENDABLE FUND BALANCE (Prepaid) (504,784) (592,216) (208,780) (200,000)COMMITTED FUND BALANCE (OPEB) (490,956) (254,608) (254,608) (254,608)ASSIGNED FUND BALANCE (Funds Set Aside) (482,500) (69,607)STRS/PERS RATE SABILIZATION RESERVE (296,162)

Fund Balance Before Statutory Reserve 4,714,273 2,490,474 (1,528,742)CHANCELLOR'S OFFICE REQ. RESERVE ‐ 5% 1,703,067 1,808,372 1,873,804 1,873,804

UNDESIGNATED (Ending) FUND BALANCE 3,321,392 2,905,901 616,670 (3,402,546)% Undesignated Ending Fund Balance 10.04% 8.23% 1.67%

EXCESS OF CURRENT YEAR INCOMEOVER CURRENT YEAR EXPENDITURES $ 523,830 $(1,587,488) $ (1,858,030) $(2,145,412)

* Does not include FTES reductions, Prop 30 reductions, contractual increases or costs escalations except for PERS/STRS

2014‐2015 Adopted Budget

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PERS/STRS ESTIMATED RATE ESCALATIONS2016‐17 2017‐18 2018‐19 Total

STRS Salaries 9,222,133 170,609 341,218 511,827 1,023,654

PERS Salaries 10,462,776 125,553 251,106 376,659 753,318

TOTAL 296,162 592,324 888,486 1,776,972

Based on an annual increase of 1.85% for STRS and 1.2% for PERS.


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Next Steps:Process

Budget Committee ‐ Consider Additional Opportunities For Cost Cutting in 15‐16Accreditation Visit – September 28, 2015Early November – 1st Quarter Financial Report

Institutional Strategic Focus:• Enrollment Management • Revenue Generation & Preservation• Conscious Spending & SavingAchieved Through:Planning, Functional Process Analysis, Dialogue, Transition

2015 2016 Adoption Budget - napavalley.edu...2015‐2016 Adoption Budget 9 • Napa Valley...

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