District Governing Board Spring Workshop · 25.01.2013 · District Governing Board Spring...

AGENDA District Governing Board Spring Workshop

Friday January 25, 2013 9:00 a.m. Bullhead City Campus, Room 410

(Action Items are in bold print)

I. Call to Order (Julie Bare, President)

II. Pledge of Allegiance

III. Roll Call (Amy Curley, Executive Assistant)

IV. Audience of Any Citizen (Bare)

[NOTE: This is an opportunity for any citizen to address the Board on any matter of concern to the

citizen. The Board will listen to the remarks, but may not respond or answer questions. Unless the

matter is already on the agenda for action, no action can be taken other than to instruct staff to include the

matter on a future agenda. The President of the Board may limit the time for individual presentation and

may limit the total time for all presentations. Citizens wishing to comment will be limited to one

opportunity to speak.]

V. Enrollment Revenue (Kearns)

i. Enrollment Trends by Campus (Kearns) Appendix 1

ii. Non‐Traditional/Non‐credit Revenue Sources (Diana Stithem) Appendix 2

iii. G.E.D. Financials (Kearns) Appendix 3

VI. Campus Construction Project (Kearns) Appendix 4

VII. Preliminary Budget Considerations (Kearns) Appendix 5

VIII. Campus Security (Cundiff) Appendix 6

IX. Next Meeting (Bare)

The next regular meeting of the Mohave County Community College District will be Friday, February 8,

2013 starting at 10:00 a.m., originating from the Bullhead City Campus.

X. Adjournment (Bare)

6,785 7,656 8,081 7,434 6,727

0

1000

2000

3000

4000

5000

6000

7000

8000

9000

2008FA 2009FA 2010FA 2011FA 2012FA

MCC Total Fall Enrollment

7,494 8,091 8,149 6,836

4,723

0

1000

2000

3000

4000

5000

6000

7000

8000

9000

2008SP 2009SP 2010SP 2011SP 2012SP

MCC Total Spring Enrollment

3,032

3,184 3,131

3,056

2950

3000

3050

3100

3150

3200

2008SU 2009SU 2010SU 2011SU

MCC Total Summer Enrollment

11,582

12,207

12,439 11,173

7,936

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

2008 2009 2010 2011 2012

MCC Annual Enrollment 2008-2012

3,651 3,724 3,984

3,247

2,551

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

4,500

2008 2009 2010 2011 2012

Bullhead City Campus Annual Enrollment 2008-2012

3,622 3,462 3,406 3,267

1,922

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

2008 2009 2010 2011 2012

Kingman Campus Annual Enrollment 2008-2012

3,012 3,382

3,626 3,479

2,406

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

2008 2009 2010 2011 2012

Lake Havasu City Annual Enrollment 2008-2012

524

809

656 532

359

0

100

200

300

400

500

600

700

800

900

2008 2009 2010 2011 2012

North Campus Annual Enrollment 2008-2012

3,928 4,477 4,738

3,907 3,218

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

4,500

5,000

2008 2009 2010 2011 2012

Distance Education Annual Enrollment 2008-2012

23,663 27,480 28,651 27,837

23,214

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

2008 2009 2010 2011 2012

BHC Annual Credit Hours History 2008-2012

18,726

24,278 28,120

25,219

17,464

0

5,000

10,000

15,000

20,000

25,000

30,000

2008 2009 2010 2011 2012

LHC Annual Credit Hours History 2008-2012

20,008 21,617 22,386 21,258

14,834

0

5,000

10,000

15,000

20,000

25,000

2008 2009 2010 2011 2012

Kingman Annual Credit Hours History 2008-2012

2,524

3,360 3,596

3,143

2,438

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

2008 2009 2010 2011 2012

North Campus Annual Credit Hours History 2008-2012

96,668

117,771 129,026

115,070

88,341

0

20,000

40,000

60,000

80,000

100,000

120,000

140,000

2008 2009 2010 2011 2012

MCC Annual Credit Hours History 2008-2012

of 4

MCC eCampus Increased Revenue Projects: 2013

MCC eCampus has several “increased revenue” projects for the current calendar year, beginning as early as February. Projects are being designed to offer learning opportunities that adapt the boundaries of ordinary class times, dates and topics within business and industry program (corporate outreach/workforce development/continuing professional education), online credit courses and a “Saturdays @ MCC” continuing education/leisure studies program.

Community and Corporate Outreach. Background: In 2008-09, the MCC Corporate and Community Education programs were over-staffed and courses were over-scheduled. During that period, about seventy percent of community education courses had to be canceled for low or no enrollment, disappointing large numbers of the program’s customers. During the 2009-10 academic year staffing was scaled back and losses decreased, but with the economy down, enrollments and business participation was still low. The charts below demonstrate the losses incurred.

of 4

Currently, Corporate Outreach is managed by one eCampus staff member; Community Outreach is managed by one campus-based coordinator at the three southern campuses and a shared approach at the North Mohave Campus. When these salaries are calculated as a service to the communities and are not included in the net profit of the programs, the programs, while steady growth still fluctuates, show small gains.

Corporate Outreach since 2009-2010:

(Salary & benefits for each year: $62,343 $61,051 $59,665)

As the economy begins to turn around, the Extended Campus believes it is the right time to introduce additional opportunities in both the workforce and personal enrichment arenas. The growth projected in this year’s projects below is initially small, but the continued move from substantial red numbers (losses) to black numbers (gain) is significant. These projects are both creative and based on community need.

Project: “Saturdays @ MCC” is scheduled to begin Saturday, February 23, with self-contained morning and afternoon personal enrichment courses offered on Saturdays at each campus. Because demographic projections show a steady increase in senior-age populations, marketing for the first year is targeted to this group and will include flyers-at-events, post-card-mailings and radio-spots campaign that began this past weekend. Half-day (3 hour) sessions have been selected to reach several demographics in the service area, including winter visitors, groups with special interests, and parents of young children. Cost for the sessions will be the same as the current, regularly scheduled leisure studies courses: $5.00 per hour/$4.00 per hour for those 62 and over. A few special courses, including day-long field trips, may have special fees to cover

of 4

materials. After the first round of courses, soft skills course opportunities for prospective employees may be added as regular Saturday offerings as well.

A conservative projected income per week for all campuses is as follows, based on an attendance of 8 participants per course session with an average participant fee of $13.00.

1 week Expense Gross Revenue Net 8 participants X 15 classes X $13.00 $1560.00 15 classes X $60.00 instructor pay $900.00 1 week net (excluding gen operating) $ 660.00

8 weeks $7,200.00 $12,480 $5280.00 Although each campus could offer more Saturday 3-hour courses, the goal is to fill each course, rather than have to cancel for no or low enrollment. If response to Saturdays @ MCC dictates more courses, they can easily be offered.

II. Expanding Business and Industry. Over the past year and a half, the MCC Corporate Outreach program has expanded from traditional training events by contract with specific businesses to workforce development programs in welding and nursing assistant training, using the same curriculum for each program as the credit programs, but providing much more flexible and timely trainings. These two programs netted over $25,000. This year (2013) similarly planned programs include:

• 2 nursing assistant programs $5000.000 (Net = Gross minus instructor cost) • 1 welding program $14,000 (Net = Gross minus instructor and supplies cost) • NEW: Certified production technician mobile unit trainings (Cost as yet

undetermined, Net could be anywhere from $25,000 - $50,000) • NEW: OSHA training and MSHA (Mining) trainings $7,500 Net • NEW: Non-credit management courses $2000

The Small Business Development Center, located at the Extended Campus, has been instrumental in planning marketing and trainings in some of these proposed programs. III. Professional Continuing Education – beginning the process. Currently MCC offers four online courses that fall in the area of continuing professional education, all for K-12 teachers; the one credit Arizona and US Constitution courses and the three credit English Immersion (SEI) courses. These are one time requirements. Plans are underway to provide at least one or two continuing education courses during the Saturdays @ MCC project. Potential areas include: K-12 Education, Social Services/Counseling, Law Enforcement, EMS, Firefighters.

of 4

IV. Kick Start to College. Background: Online Courses – MCC has been regularly providing over one third of all its credit hours via distance delivery. Courses are scheduled according to regular semester and summer dates, including second session courses (those scheduled the last one half of the fall and spring semesters). Second session course success for students enrolled in full semester have not fared as well as fifteen and twelve week courses. One of the problems with these courses is their compressed nature and students were not taking this into account when adding a second session course to their schedule. Consequently, over the past two years most second session courses were removed from the course schedule. Last spring no general education courses were offered online during the second session.

However, if the college can offer spring second session courses to a new cohort of students as a means to kick off their college work, with proper advising, these courses plus early start summer courses could give students a full semester head start for fall.

Kick Start: Online Credit Courses: A Kick Start initiative in March (March 18 – May 6) and Jump Into Early Summer with courses scheduled to begin in May (May 13 - July 2) that can be easily implemented by adopting a more flexible schedule and providing appropriate marketing and student advising and support. The Extended Campus is developing an eight week series of AGEC (general education transfer block) courses that can be taken with little or no breaks so that students will get a head start into the fall semester. Courses will start March 18 and again May 13. Courses will be limited to four or five per session unless enrollment demands to encourage fully filling each course section.

MCC Extended Campus D. Stithem

NEW REVENUE-GENERATING PROJECTS, 2013

TOPICS

• A Little History about CE Losses and Gains • Planned Revenue Generating Projects

• Workforce Development • Continuing Professional Education • Saturday @ MCC • Kick Start to College

A LITTLE HISTORY A REVENUE-GENERATING PERSPECTIVE

• Two past programs under the CE label: • Continuing Education / Community Education

• Over-staffing • Sessions didn’t make • In the RED, now in the Black

COMMUNITY & CORPORATE OUTREACH 2008 – 09 – 2010-11

CORPORATE OUTREACH – PROFIT/LOSS

-$30,000

-$20,000

-$10,000

$0

$10,000

$20,000

$30,000

$40,000

$50,000

AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN

2009-102008-09

COMMUNITY OUTREACH – PROFIT/LOSS

-$30,000

-$20,000

-$10,000

$0

$10,000

$20,000

$30,000


2009-102008-09

CUTTING COSTS AND LOSSES • Corporate Outreach:

• Centralized position • Eliminated remaining positions • Changed business management of the program

• Community Outreach

• One staff per southern campus • Standardized courses and charges • Eliminated shotgun approach to scheduling

WORKFORCE DEVELOPMENT EXPANDING BUSINESS & INDUSTRY

• Non Credit, flexible delivery • Recent, New and Planned Programs • Nursing Assistant $5000 (Net = Gross minus instructor cost) REPEAT • Welding $14,000 (Net = Gross minus instructor and supplies cost) REPEAT • NEW: MSSC Certified, CPT mobile unit trainings ( anticipated Net $25,000 ) • NEW: OSHA training and MSHA (Mining) trainings (anticipated Net $7,500 ) • NEW: Non-credit management courses (in cooperation with MCC SBDC)

(anticipated Net $2000 )

PROFESSIONAL CONTINUING EDUCATION Early In Development Current Activities Contacts with local professionals Investigating requirements of the profession CEU certificate approval Delivery options Sat @ MCC / Online/ Other venues Roll out – Fall 2013 (or sooner)

SATURDAYS @ MCC A weekly Saturday program of One [half] Day Wonders • Non-credit • Half-Day (3 hours); a few may last all day • Easy Access • Intros to new programs and focused topics • Start with 8 weeks, 6 offerings each Saturday • Marketing by demographic • (Low) revenue estimate: $5000 for 8 weeks

KICK START TO COLLEGE

• ONLINE • Second Session, Spring Semester (March 18 – May 6) • Early Summer (May 13 – July 2) • General Education courses – AGEC • Easy to add additional sections • Focused student services/advising

Hard to predict numbers; enrollments have started

SUMMARY

Underway Workforce & Business Development Starting Soon Saturdays @ MCC – February 23 Kick Start to College - March 18 Planning/Investigating/Developing Professional Continuing Education (Fall 2013)

Pre-College Studies Income and Expenses

Income 2009-10 2010-11 2011-122012-13

Fall*Reimbursements from GED examiners for tests purchased by MCC $3,475 $3,420 $0Grant Income $204,180 $187,180 $187,180Tuition Income $763,427 $537,774 $445,709 $163,278Sliding Fee Charged to Students $7,710 $9,500FTSE Income Equivalent $303,009 $202,611 $77,573 $30,217GED Testing $8,833Total Income $1,274,091 $930,985 $718,172 $211,828

ExpensesSalaries, Full- and Part-time $267,445 $274,055 $262,106 $45,569Salaries, Associate Faculty $394,925 $135,188 $90,704 $32,600Benefits, All $115,238 $93,076 $84,788 $15,372Operating $19,089 $10,793 $16,781 $1,225Scholarships $763,427 $537,774 $445,709 $163,278GED Testing $8,279Total Expenses $1,560,124 $1,050,885 $900,089 $258,044

FTSE 329 219 166

Net ($286,033) ($119,900) ($181,917) ($46,216)

*Grant income and expenses not included for Fall 2012. Amounts for income and expenses would be identical.

Campus Construction Projects Appendix 4

January 25, 2013

Facility and new construction review

• Build using cash rather than borrow or ask voters for bond

• Prioritize new facilities—5 categories – Highest priorities

• DE modular replacement • San Juan campus replacement

– 2nd highest priority • Food/deli service • Student services buildings


– 3rd highest priority • Campus security cameras and emergency phones • Noise permitted student computer center • More CELT rooms • More robust course broadcast technology

– Video capture/live

• More HVAC zones

– 4th highest priority • Community buildings


– Lowest priority • Student union • Performing arts • Gymnasium and playing fields • Residence halls

– Of consideration but not mentioned in listening posts

• MAC Nursing center permanent facility • New programs • Library modifications


– MAC Nursing Center • Move to NAU building on campus • Relocate NAU to 200 building

– New programs • Manufacturing-repurpose warehouse in Kingman • Visual Communications-specialized computer

classroom upgrades NCK and BHC, new building LHC – Library modifications

• More study rooms/areas • More student computers

1

Summary Report

Listening Post Sessions and Survey

2012 Revised Campus Master Plan

Seventeen Listening Post sessions were conducted on all five campuses soliciting opinions about

“building and major system needs at MCC.” A total of 238 participants provided about 500 suggestions

that were consolidated into 74 unique suggestions.

Then, 223 students, faculty, staff and MCCF Chapter board members completed an online rating of the

26 most often heard suggestions. The rating classifications were: “1 = High Priority, 2 = Medium Priority,

3 = Low Priority, 4 = Do Not pursue.” All five campus deans provided their assessment of the needs on

their campus.

The Full Report displays more complete explanations of the 74 suggestions and an overview of the data

from the rating of the 26 ideas covered in the survey. This Summary Report displays the major findings.

The numbers at the beginning of each concept below tie to the display in the Full Report.

Cluster #1 –Best Overall Average Ratings and Most “1 = Highest Priority”Levels

B3.--San Juan Campus (LHC) needs major overhaul 1.80 Overall Rating (1 = highest priority to 4 = Do not pursue) 1.65-Students 1.67-Faculty 48% Percent of everyone rated as 1 = Highest Priority 54%-Students 56%-Faculty Deans: LHC: 1st

This facility has major and serious flaws including: no fire suppression, hole in the floor, decayed

flooring, dangerous compounds stored, poor IT linkage, Wi-Fi that only works outside the

building, telephones often do not work, electrical service is inadequate, there seems to be black

mold on some walls, and more space is needed. There also are concerns about suspected asbestos

in the ceiling.

A5.--The DE building is almost dreadful 1.96 Overall Rating 31% Percent of everyone rated as 1 = Highest Priority Deans: DE: 2nd

A permanent building is needed. The current facility has a host of problems:

Flooring, walls and ceilings have a host of sound and stability problems

The windows are cold and drafty

Not enough storage space

Inadequate conference room

Need larger student area

Need plasma video screen

Matching furniture would be nice

Front entry ramp needs reconstruction in poured concrete

Larger landing area at rear entrance

Lighting needed at rear of building

2

Cluster #2 –Strong Overall Average Ratings and Next “Highest Priority” Levels

A1.--Student Services Building 2.25 Overall Rating 2.66-Students 1.88-Staff 31% Percent of everyone rated as 1 = Highest Priority 18%-Students 44%-Staff Deans: BHC: 1st LHC: 4th

A new structure specifically constructed for the purposes listed below. (Because only two people

do all of student services, NMC felt that this building would not be needed on their campus.)

Registration

Academic Advising

Financial Aid

Testing Center

Cashiering

Registration computers

Veterans Service

Tutoring

Personal Counseling

Disability Services

CREATE A POSITIVE IMAGE, not the

current negative image

D1.--Deli or Cafeteria Servicing Freshly Made Food subsidized by college at $2 per credit hour 2.25 Overall Rating 2.25 Students 28% Percent of everyone rated as 1 = Highest Priority 32% Students Deans: DE: 5th

A deli or cafeteria capability daily serving fresh and healthy foods. Specifically not serving

vending machine food or food made in bulk offsite for sale on campus.

Cluster #3 –Modest Overall Average Ratings and Modest “Highest Priority”

B6.--Campus security telephones and video monitoring – Rated 2.08 Overall Rating 2.11-Students 2.03-Faculty 26% Percent of everyone rated as 1 = Highest Priority 21%-Students 28%-Faculty Deans: LHC: 2nd

Many colleges now have large numbers of telephones spread all over their campuses with blue

lights for clear identification. Lighting and video surveillance would go a long way to relieving

safety concerns upon leaving class late at night.

B5.--Noise permitted student computer center – Rated 2.15 Overall Rating 2.12 Students 18% Percent of everyone rated as 1 = Highest Priority 16% Students Deans: (none)

Combining the library resource center with the computer center solved a staffing challenge, but

created a student access problem around the issue of noise/quiet. Students are seeking access to a

computer center arrangement that can be used for group study activities. Most suggested that the

lounge concept for the 500 buildings is sparsely used and suggested that computer access for

group or non-quiet activity be returned to these spaces.

Notice

3

B4.--Make all classrooms into CELT rooms 2.17 Overall Rating 1.98 Faculty 19% Percent of everyone rated as 1 = Highest Priority 30% Faculty Deans: NMC: 3rd

The CELT rooms have now become the standard. Most classrooms need to be brought up to this

level of quality.

B2.--Add several hundred HVAC zones 2.19 Overall Rating 22% Percent of everyone rated as 1 = Highest Priority Deans: NMC: 4th

The observation is that a very large number of our facilities are smaller rooms that were created

within larger spaces. A very large number of rooms are too hot or too cold, mostly because the

thermostats are in a different location and the HVAC equipment services too many different kind

of spaces with one set of hardware. For example, a correct thermostat setting in the large room

where the thermostat is located usually means it is cold or it is hot in the smaller offices serviced

by that one HVAC unit.

C1.--More robust course broadcasting capability 2.20 Overall Rating (1 = highest priority to 4 = Do not pursue) 2.48 Faculty 20% Percent of everyone rated as 1 = Highest Priority 14% Faculty Deans: (none)

Secure technology in most classrooms that would permit any student in any location to

participate in the live class at any remote location.

Cluster #4 – By a wide margin, the most frequently discussed suggestion in the

Listening Posts received lower ratings on both measures

A2.--Community Events Building 2.50 Overall Rating (1 = highest priority to 4 = Do not pursue) 18% Percent of everyone rated as 1 = Highest Priority Deans: LHC: 5th NMC: 1st

Heavily emphasized during the Listening Post in most groups on all four campuses, this

structure would provide capability for the college and the community. Each year, 100,000

voters/taxpayers would come on the MCC campus that would otherwise not set foot on the

campuses. This multi-usage facility is especially important on the NMC, where a volunteer

architect has already sketched the needed design.

On three southern campuses, the idea space would be a similar to a hotel-type ballroom of about

10,000 square feet capable of being subdivided into three sections. It would also need a large

lobby (2,000 sf), large restrooms, large storage area, two or three offices, ticket office, warming

kitchen (for meal caterers).

All agreed that all four communities also need this kind of space. None of the communities have

a place for sit down dinner for 500 people or a place where 800 line dancers could gather

4

monthly. Some suggested that the communities’ need for this type of structure might make a

voter’s bond issue possible.

College

Large lecture hall

Gather faculty/staff/students

Senior day

Award ceremonies

Plays and Concerts

MCC Shines, Pumpkin Fest, etc.

Large Foundation events

Major college dinners

Talent show

Student recognition

9th grader introduction day

Space for aerobics and dance

MORE USES WOULD DEVELOP

Community

Banquets

Sit down meal for 500

Prom and dances

Business meetings

Sing-Along movies

Conferences

Training events

Wedding receptions

Simple plays

Leading speakers

Training center

Theatre, drama and performance arts

100,000 USERS ANNUALLY

Cluster #5 – Frequently heard suggestions that received lower ratings

A3.--Student Union Buildings 2.50 Overall Rating 2.42 Students 15% Percent of everyone rated as 1 = Highest Priority 20% Students Deans: (none)

A6.--Performing Arts Building 2.69 Overall Rating 14% Percent of everyone rated as 1 = Highest Priority Deans: (none)

A7.--Major recreational building (gymnasium) and playing fields 2.59 Overall Rating 12% Percent of everyone rated as 1 = Highest Priority Deans: DE: 3rd

A8.--Residence Halls

Option #1 – A standard college student housing. 3.10 Overall Rating 2.75 Students 7% Percent of everyone rated as 1 = Highest Priority 17% Students Deans: (none)

Option #2 – Resident hall dedicated to special needs students 2.77 Overall Rating 2.77 Students 3% Percent of everyone rated as 1 = Highest Priority 7% Students Deans: (none)

Preliminary Budget ConsiderationsApp 5

January 25, 2013

Moody’s Higher Ed Outlook

• Report released Jan 16– Every traditional revenue stream facing pressure– Gave entire sector negative outlook– Revenue streams will never return to pre‐2008– Result of macroeconomic, technological, and public opinion shifts

– Sector business model has to lower cost structure to achieve long‐term financial sustainability and fund future initiatives


• Report released Jan 16– Collective problems (rather than individual) create the urgency

– The buffet model—where institutions attempts to be all things to all people—is over

– Revenue stream changes are macroeconomic• Fewer high school graduates• Lower household income• Uncertain economic and federal government outlook• Emergence of new technologies


• Report released Jan 16– “…colleges will have to rely on more strategic leaders who address challenges through better use of technology to cut costs, create efficiency in operations, demonstrate value, reach new markets, and prioritize programs…”

– “institutions need to prioritize programs, ensuring that they have enough programs generating profits to support those that aren’t”

MOHAVE COMMUNITY COLLEGE

DRAFT

BudgetEstimated

Actual Variance 2012-13 2012-13 from Budget

Revenue1 Property Tax 19,621,621$ 19,621,621$ -$ 2 State Appropriations 1,785,600$ 1,785,600$ -$ 3 Tuition & Fees 12,101,422$ 9,900,390$ (2,201,032)$ 4 Workforce Development 531,000$ 507,521$ (23,479)$ 5 Fed Grants/Contracts 13,712,384$ 12,157,693$ (1,554,691)$ 6 State/Local Grants/Contracts 26,612$ 61,694$ 35,082$ 7 Private Grants/Contracts 633,023$ 540,000$ (93,023)$ 8 Sales & Services 116,000$ 96,019$ (19,981)$ 9 Auxiliary Revenues 170,437$ 132,018$ (38,419)$ 10 Miscellaneous 63,000$ 89,469$ 26,469$ 11 Investment Income 11,700$ 2,671$ (9,029)$ 12 Revenue 48,772,799$ 44,894,696$ (3,878,103)$ 13 Beginning Balance 12,254,829$ 11,895,267$ (359,562)$

14 Total Revenue 61,027,628$ 56,789,963$ (4,237,665)$

Expenditures15 Instruction 12,359,483$ 11,971,395$ (388,088)$ 16 Academic Support 4,043,994$ 3,680,146$ (363,848)$ 17 Student Services 4,407,588$ 4,145,976$ (261,612)$ 18 Institutional Support 6,661,108$ 6,622,386$ (38,722)$ 19 Operation of Plant 3,745,894$ 3,433,241$ (312,653)$ 20 Scholarships/Grants 14,100,518$ 12,513,030$ (1,587,488)$ 21 Auxililary Enterprises 702,117$ 462,485$ (239,632)$ 22 Restricted 1,543,678$ 1,392,588$ (151,090)$ 23 Reserve 2,000,000$ -$ (2,000,000)$ 24 New Program Investment* 1,500,000$ (1,500,000)$ 25 Expenditures 51,064,380$ 44,221,247$ (6,843,133)$ 26 Transfers 8,152,371$ 1,943,049$ (6,209,322)$

27 Total Expenditures 59,216,751$ 46,164,296$ (13,052,455)$

28 Ending Balance 1,810,877$ 10,625,667$

Plant Fund Revenue29 Private Grants -$ 30 Debt Service Transfer 268,279$ 268,279$ -$ 31 Other Transfers 7,884,092$ 1,674,770$ (6,209,322)$ 32 Library33 Investment Income -$ -$ 34 Revenue 8,152,371$ 1,943,049$ (6,209,322)$ 35 Beginning Balance 86,470$ 214,844$ 128,374$

36 Total Revenue 8,238,841$ 2,157,893$ (6,080,948)$

Plant Fund Expenditures37 Debt Service 268,279$ 268,279$ -$ 38 Lease Purchase Debt 125,787$ 125,787$ -$ 39 Equipment/Books 40,000$ 324,490$ 284,490$ 40 Facilities* 2,718,305$ 1,439,337$ (1,278,968)$ 41 Reserve for Future Construction 5,000,000$ (5,000,000)$ 42 Total Expenditures 8,152,371$ 2,157,893$ (5,994,478)$

43 Ending Balance 86,470$ -$ (86,470)$ *Includes approx. $350K paid on Legacy II building. Revenue for building was recorded in prior year.

*Funds are not spent from this line, but are transferred to lines appropriate to the type of expense.

Fiscal Year 2011‐12 Actuals, 2012‐13 Budget and Projections, and Projections for Fiscal Years 2013‐14 through 2015‐16

2011‐12Actuals

2012‐13Budgeted

2012‐13Est. Actual

2013‐14Projected

2014‐15Projected

2015‐16Projected

Fund 0Expense FTSE

$ perFTSE FD 0 Expense FTSE


$ perFTSE

FD 0Expense FTSE

$ perFTSE

FD 0Expense FTSE

$ perFTSE

FD 0Expense FTSE

$ perFTSE

FTSE $28,359,908 3,850 $7,366 $33,423,936 3,646 $9,167 $30,556,636 2,998 $10,192 $28,278,935 2,998 $9,433 $29,382,434 2,998 $9,801 $30,500,110 2,998 $10,173

Revenue By Source By % By Source By % By Source By % By Source By % By Source By % By Source By %Property Tax $18,759,340 59.0% $4,873 $19,621,621 58.9% $5,382 $19,621,621 63.0% $6,545 $20,413,290 63.3% $6,809 $21,221,556 63.3% $7,079 $22,045,987 63.4% $7,354Tuition/Fees $11,266,546 35.4% $2,926 $11,895,866 35.7% $3,263 $9,722,390 31.2% $3,243 $10,172,390 31.5% $3,393 $10,622,390 31.7% $3,543 $11,072,390 31.8% $3,693State Aid $1,792,200 5.6% $466 $1,785,600 5.4% $490 $1,785,600 5.7% $596 $1,659,400 5.1% $554 $1,659,400 5.0% $554 $1,659,400 4.8% $554

$31,818,086 $33,303,087 $31,129,611 $32,245,080 $33,503,346 $34,777,777

Available for Budgets Below $31,129,611 $32,245,080 $33,503,346 $34,777,777One‐time only from Prop 301 ‐‐ use to be determined $1,000,000

Property Tax projections are based on 2013 levy limit and then a 2% increase (TNT) and $400K new construction.Tuition and Fees projected on flat enrollment of 90,000 credit hours with a $5.00 per credit hour tuition/tech fee increase.State Aid projections based on 2013‐14 information.

Expenses By Function% of Rev

% of Exp By Function % of Rev

% of Exp By Function

% of Rev % of Exp By Function

% of Rev



% of Rev % of Exp

Instruction $11,230,398 35.3% 39.6% $13,859,483 41.6% 41.5% $11,971,395 38.5% 39.2% $11,350,268 35.2% 40.1% $11,793,178 35.2% 40.1% $12,241,777 35.2% 40.1%Academic Spt $3,545,056 11.1% 12.5% $4,043,994 12.1% 12.1% $3,680,146 11.8% 12.0% $3,579,204 11.1% 12.7% $3,718,871 11.1% 12.7% $3,860,333 11.1% 12.7%Student Serv. $3,432,445 10.8% 12.1% $4,407,588 13.2% 13.2% $4,145,976 13.3% 13.6% $3,450,224 10.7% 12.2% $3,584,858 10.7% 12.2% $3,721,222 10.7% 12.2%Institution Spt $6,359,818 20.0% 22.4% $6,661,108 20.0% 19.9% $6,622,386 21.3% 21.7% $5,965,340 18.5% 21.1% $6,198,119 18.5% 21.1% $6,433,889 18.5% 21.1%Plant/Maint $3,069,205 9.6% 10.8% $3,745,894 11.2% 11.2% $3,433,241 11.0% 11.2% $3,321,243 10.3% 11.7% $3,450,845 10.3% 11.7% $3,582,111 10.3% 11.7%Scholarships $722,986 2.3% 2.5% $705,869 2.1% 2.1% $703,492 2.3% 2.3% $612,657 1.9% 2.2% $636,564 1.9% 2.2% $660,778 1.9% 2.2%

$28,359,908 89.1% $33,423,936 100.4% $30,556,636 98.2% $28,278,935 87.7% $29,382,434 87.7% $30,500,110 87.7%

12‐13 Contingencies/Reserves included in budgets above: $2,901,245 Not included in budgets above: $11,290,862Instruct New/Rev. Program $1,500,000 Student Services $123,226 Reserve $3,572,557Instruction $257,412 Institutional $308,332 Reserve for Future Construction $5,000,000Academic Support $48,156 Plant/Maintenance $664,119 Buildings $2,718,305

Deferred Maintenance/Renovation and Reserve for Future Construction 2011‐12 2012‐13 2012‐13 2013‐14 2014‐15 2015‐16

Actuals% of Rev Budgeted % of Rev Est. Actuals

% of Rev Projected

% of Rev Projected

% of Rev Projected

% of Rev

Def Maint/Renovation/New Building $842,298 2.6% $3,300,000 9.9% $2,089,337 6.7% $1,193,068 3.7% $1,239,624 3.7% $1,286,778 3.7%Reserve for Future Construction $5,000,000 15.0% 0.0% $4,841,155 15.0% $5,030,066 15.0% $5,221,404 15.0%

College‐Funded Aid (CFA)

2011‐12 Actuals

% of Gen Tuition

2012‐13 Budgeted

% of Gen Tuition

2012‐13 Est Actuals

% of Gen Tuition

2013‐14 Projected

% of Gen Tuition

2014‐15 Projected

% of Gen Tuition

2015‐16 Projected

% of Gen Tuition

ABE/GED $445,709 6.3% $300,000 4.0% $400,000 5.0% $315,174 3.7% $330,933 3.7% $344,170 3.7%Board of Gov $131,662 1.9% $252,369 3.4% $145,000 1.8% $229,992 2.7% $241,491 2.7% $251,151 2.7%Mohave Silver $0 0.0% $10,000 0.1% $0 0.0% $8,518 0.1% $8,944 0.1% $9,302 0.1%Early Start $78,164 1.1% $100,000 1.3% $80,000 1.0% $102,219 1.2% $107,329 1.2% $111,623 1.2%SEOG/LEAP Match $52,837 0.7% $63,144 0.8% $63,144 0.8% $68,146 0.8% $71,553 0.8% $74,415 0.8%

College Workstudy& Federal Match $299,269 4.2% $201,150 2.7% $143,616 1.8% $357,765 4.2% $375,653 4.2% $390,679 4.2%Staff TuitionWaivers $66,200 0.9% $35,000 0.5% $78,303 1.0% $42,591 0.5% $44,721 0.5% $46,509 0.5%Total CFA $1,073,841 15.1% $961,663 12.8% $910,063 11.3% $1,124,404 13.2% $1,180,624 13.2% $1,227,849 13.2%

$0

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

$30,000,000

$35,000,000

$40,000,000

2011‐12Actuals

2012‐13Budgeted


2013‐14Projected

2014‐15Projected

2015‐16Projected

Income per FTSE (Full‐time Student Equivalent)

Income per FTSE

Property Tax Amount

Tuition/Fees Amount

State Aid Amount

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

$0

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

$30,000,000

$35,000,000

$40,000,000

2011‐12Actuals

2012‐13Budgeted


2013‐14Projected

2014‐15Projected

2015‐16Projected

State Aid

Tuition/Fees

Property Tax

Property Tax Percentage

Tuition/Fees Percentage

State Aid Percentage

General Fund Revenue by Source

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

40.0%

45.0%

$0

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

$30,000,000

$35,000,000

$40,000,000

2011‐12Actuals

2012‐13Budgeted


2013‐14Projected

2014‐15Projected

2015‐16Projected

Scholarships

Plant/Maintenance

Institutional Support

Student Services

Academic Support

Instruction

Instruction Percentage

Academic Support Percentage

Student Services Percentage

Institutional Support Percentage

Plant/Maintenance Percentage

Scholarships Percentage

Expenses by Function

$842,298

$3,300,000

$2,089,337

$1,193,068 $1,239,624 $1,286,778

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

2011‐12Actuals

2012‐13Budgeted


2013‐14Projected

2014‐15Projected

2015‐16Projected

Def Maint/Renovation/New Building


$5,000,000

$4,841,155

$5,030,066

$5,221,404

$4,600,000

$4,700,000

$4,800,000

$4,900,000

$5,000,000

$5,100,000

$5,200,000

$5,300,000

2012‐13Budgeted

2013‐14Projected

2014‐15Projected

2015‐16Projected

Reserve for Future Construction


College Funded Aid consists of monies from the operating fund used for direct student support. Included are :

Scholarships known asBoard of Governors Mohave Silver ABE/GED Early Start

Staff Tuition WaiversWorkstudy WagesRequired match amounts for Federal Workstudy and some Federal Financial Aid

$1,073,841

$961,663$910,063

$1,124,404$1,180,624

$1,227,849

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

2011‐12Actuals

2012‐13Budgeted


2013‐14Projected

2014‐15Projected

2015‐16Projected



2006 Series Original $3,490,000 2005 Series Original $1,325,000 Principal Interest Total Principal Interest Total

FY 12/13 $ 3,320,000 $ 709,138 $ 4,029,138 $ 795,000 $ 136,734 $ 931,734

FY 13/14 $ 3,310,000 $ 569,613 $ 3,879,613 $ 710,000 $ 106,547 $ 816,547

FY 14/15 $ 3,300,000 $ 430,488 $ 3,730,488 $ 620,000 $ 79,641 $ 699,641

FY 15/16 $ 2,690,000 $ 291,763 $ 2,981,763 $ 525,000 $ 56,203 $ 581,203

FY 16/17 $ 2,060,000 $ 177,438 $ 2,237,438 $ 430,000 $ 36,506 $ 466,506

FY 17/18 $ 1,400,000 $ 89,888 $ 1,489,888 $ 330,000 $ 20,831 $ 350,831

FY 18/19 $ 715,000 $ 30,388 $ 745,388 $ 225,000 $ 9,384 $ 234,384

FY 19/20 $ 115,000 $ 2,372 $ 117,372

Callable Timeframe

Primary Reserve Ratio - measures total available resources than an institution could spend on operations as a percentage of total expenses. This is the portion of an entire year the institution could meet financial obligations with assets readily available.

0.2

0.25

0.3

0.35

0.4

0.45

0.5Primary Reserve Ratio

No Security

Security

Benchmark

0

0.5

1

1.5

2

2.5Viability Ratio

No Security

Security

Benchmark

Viability Ratio - measures capability to meet debt obligation with expendable assets. Also measures an institution's ability to fund new initiatives through debt and plays a significant role in determining the District’s level of credit risk.

0

0.05

0.1

0.15

0.2

0.25

Return on Net Assets Ratio

No Security

Security

Benchmark

Return on Net Assets - measures whether the District's assets (restricted and unrestricted) are increasing or decreasing.

0

0.01

0.02

0.03

0.04

0.05

0.06

0.07

0.08

0.09

0.1

Net Operating Revenues Ratio

No Security

Security

Benchmark

Net Operating Revenues Ratio - measures the ability of an institution to operate within available resources in basic day-to-day functions. It measures the surplus or deficit resulting form institutional operations.

0.0

1.0

2.0

3.0

4.0

5.0

6.0

Axis

Titl

e

Composite Financial Index

No Security

Security

Benchmark

Mohave Community College Board of Trustees

Workshop

January 25, 2013

Southern Campus Security Options MCC

1. Overview Mohave Community College has been reviewing the status of all of its security systems. In this process the college is attempting to embark on a plan to upgrade security cameras and security servers on each campus over the next three years as a part of its facility improvement plan. The process is scheduled to commence in February with a session on each campus with an expert in the field. The field of security and the selection of equipment is technical enough that a person with expertise is required to design the equipment placement and the various types of cameras to make the system work. Cameras need to be matched with the various light sources and field of vision in order to provide for proper recording and storage of images. Once the college agrees with the design the college will acquire the equipment by competitive quotes and utilize its own staff to provide for the installation. It is estimated that the process will require 3 years over all due to the cost and the time to fully install. The college will begin with the most problematic areas first and then move to other parts of each campus. Once complete the system can be accessed remotely by those with permission 24/7 and on site as well.

In addition the college is examining its onsite security efforts in regard to hours worked, type of personnel, and student safety. There are two types of

campus security being utilized within the state; 1) a police presence who patrol with guns and Tasers, are Post trained and have arrest powers; and 2) security officers who patrol late at night and normally do not carry weapons. On some campus locations throughout the state a combination of both are being used,

The college is currently spending $193,434 for part time contracted security | officers and for a police presence in the registration area on each campus during the heavy times of enrollment and student payment cycles. The police presence is contracted as well from each of the local police agencies or in some cases from the county wide Sheriff’s Department. NCK and LHC are through the Sheriff at $44.00 per hour and BHC is through Bullhead PD at $67.00 per hour, during the registration period. When compared with the other two year colleges in the state only 2 colleges (Mohave and one other) utilize part time contracted security only. Most of the colleges are utilizing their own police force with personnel trained by POST. Mohave Community College continues to change the contracted providers on a regular basis due to the lack of quality personnel and the performance problems associated with them. The following items provide for several options to increase the security presence on Mohave Community Colleges southern campus locations. Each of the scenarios could be provided by contracting with various providers or by hiring certified Post trained personnel as college employees. Furthermore the scenarios below represent minimal staffing and the cost of each of the programs could run significantly higher. Lastly, if the college were to be the employer then the benefits package would increase personnel costs by an additional 30%. The final section contains two reports that represent the current state of security operations at the other community colleges in Arizona. One report details the type of security and the training and equipment provided. The

other provides information on hours of operation and salary ranges for their personnel.

2. 24/7 Full Police Option Number of Hours per week (Police) 168 Salaries 1 Chief $ 45,000/yr. 4.5 Patrol $126,000/yr./campus

Total Salary (3 campuses) $423,000

Uniforms 16 People/3 sets (plus 3 winter sets KM) $ 12,000

Equipment 16 people (pistols, Tasers, belts, shells) $ 25,000

Vehicle 1 golf cart/campus (@ $5,000 each) $ 15,000

Training Recurring (Post and other recertified) $ 16,000

Total Cost $491,000

3. 16 Hour/5 Day Police Option with Late Night Security and Weekend Security

Number of Hours per week (Police 7‐11 daily) 80 (Security 11pm‐7am and weekends) 88

Salaries 1 Police Chief $ 45,000/yr. 5 Police Patrol $150,000/yr.

3 Total Security (Nights 8 and weekends‐ 2/12 hour shifts) 1 night and 2 weekend $60,000/yr./campus





Training Recurring (post and other recertified) $ 2,500

Total Cost $408,500

4. 24/7 Security Option

Number of Hours per week (Security) 168 Salaries 1 Head Security $ 30,000/yr. 4.5 Security $ 90,000/yr./campus



Equipment 15 people (Radios Only 2/campus) $ 4,800


Training Recurring (Internal only) $ 500

Total Cost $331,550

5. Options for Less Than Full Time Security Police Presence from 7am to 11pm $220,000 and no weekends (16 hours/day) Security Presence from 7am to 11pm $151,000 and no weekends (16 hours/day)

5. Maintain Current Status

Number of Hours per week contract security 20/campus plus registration periods on the southern campus locations Expenses: $193,434 current

Hours per week (current) Havasu 33 hours/week Bullhead 30 hours/week Kingman 25 hours/week (no security at North)

6. Attachments from the Arizona Community Colleges Regarding Security

Arizona Community Colleges Campus Safety January 2013

DISTRICT DO YOU HAVE

ARMED AZ POST CERTIFIED POLICE OFFICERS WORKING AT YOUR COLLEGE?

WHAT TYPES OF WEAPONS DO THEY CARRY (LIST ALL BY TYPE, MODEL)?

HOW MANY AZ POST CERTIFIED OFFICERS DO YOU HAVE?

ARE THEY YOUR EMPLOYEES OR CONTRACT STAFF?

COCHISE Yes Smith and Wesson, Model 67 38 Special.

5 Contract

COCONINO No Unarmed 1 that is retired (not currently certified)

Total 4 in-house security employees

GRAHAM yes Sig Sauer P-226 .40 caliber handguns In one vehicle we have a Colt M-16 selective fire (semi-full auto )rifle and in another vehicle we have a Olympic Arms A.R. 15 rifle

3 employees

MARICOPA yes Glock .40 cal. Model 22, Taser Model X2 & Expandable batons

44 Employed by Maricopa

MOHAVE No No None Contract NAVAJO No NA NA NA PIMA Yes. All officers are

issued Glock model 22 (.40 caliber semi-automatic weapons) and

29 Staff. Contracted security personnel do not carry weapons.

Tasers. 8 rifle- certified officers carry personally owned Colt Patton AR-15 platform rifles

PINAL 7 AZPOST certified officers

Glock 40 caliber sidearms, 12 gauge shotguns and AR15 Patrol Rifles

7 CAC employees

YAVAPAI Yes Glock .40 caliber model 22 semi-automatic handgun… AR-15 Bushmaster .223 caliber long rifle…

7 Employed by Yavapai College

YUMA LA PAZ Yes Authorized duty weapons: Department issue, Springfield XD 45 caliber Alternate duty weapon: Colt Model 1911 45ACP (Grandfathered in for senior personnel)

7 FT (5 officers, 1 sergeant, 1 chief), 2 PT

Staff

CollegeIn‐House or Outsource? Armed?

Hours of Operation? Structure?

Uniforms & Training Provided? Who qualifies? Pay

Central Arizona In‐house Police ‐ yes, security ‐ no

24/7 Chief & Officers Yes/Yes AZPOSTChief (55,266‐84,858) Officer

(35,905‐55,128)

Yavapai In‐house Police only 24/7 Chief & Officers Yes/Yes AZPOSTChief (53,783 ‐ 87,827) Officer

(33,443‐61,491)

MaricopaIn‐house for police, outsource security

Yes 24/7

Chief, Asst Chief, Commanders, Lieutenants,

Sergeants, Officers

Yes/YesAZPOST,

administered in‐house

Commander (60,629‐94,732) Lieutenant (54,528‐85,200) Officer (52,033‐76,519)

Arizona Western In‐housePolice ‐ yes, security ‐ no

24/7Chief, Sergeants,

OfficersUniforms ‐ Yes, Training ‐ No

Chief (54,112) Sergeant (33,780) Officer (30,160)

Eastern Arizona In‐house for bothPolice ‐ yes, security ‐ no

24/7Chief, Asst Chief, Officers, Security

Guards

Coconino In‐house security No 7 am ‐ 9 pm Director & GuardsYes, as

recommended by the director

No ‐ No weapons Guard (25,543 ‐ 39,167)

Northland PioneerCochise

MohaveOutsource Security

guardsNo Varied Security Officers No No ‐ No weapons

Year Year Total

Kingman Lake Havasu Bullhead Kingman Lake Havasu Bullhead

2007-08 $11,920 $26,080 $16,761 $54,761

2008-09 $38,768 $35,686 $58,181 $132,636

2009-10 $44,891 $40,397 $80,444 $6,324 $26,173 $10,109 $208,339

2010-11 $37,591 $53,371 $55,038 $10,934 $11,957 $14,661 $183,552

2011-12 $36,265 $44,117 $42,804 $13,376 $15,077 $41,796 $193,434

2012-13 @ 1/22/13 $27,673 $29,466 $23,819 $8,877 $11,739 $31,642 $133,216

Courtesy Patrol Security Armed Security