Chapter 4

SELF SUPPORT

OPERATIONS &

SELECTED FUNDS

Health Center

Housing

Parking

Student Recreation

Complex

Executive Summary

The Student Health Center (SHC) budget plan for fiscal year (FY) 2015-2016 considers an upward trend in

revenues related to adjustments of health service fees resulting from the Cost of Living Adjustment

(COLA) indexed to the Medical Consumer Price Index, and aligned with a moderate increase in student

enrollment for the next FY. The SHC has now entering a second full year of its Electronic Medical Record

systems (EMR). In October 2015, the SHC will be surveyed by the Accreditation Association for

Ambulatory Health Care (AAAHC), as required by the Chancellor's Office Executive Order 943. This

survey is completed every three years, and will be the 9th time the SHC has been reviewed.

Funding for the SHC is student fee based and includes an annual COLA. SHC expenses will continue to be

dominated by staff salary and benefit costs, during the FY. Other fiscal requirements include

infrastructure improvements, as well as meeting the healthcare needs of the students it serves. This

proposed budget plan also takes into account adjusted enrollment figures. It further establishes a

guideline for the SHC operations and promotion of health and wellness education to the campus

community by responding more effectively and efficiently to the outpatient healthcare needs of the

California State University Stanislaus (CSUS) students.

Projected Revenues: $3,275,875

Projected Expenses: $2,673,473

Projected contribution to main reserves: $370,828

The issue of maintaining an inadequate and aging facility continues to strain operational efficiencies,

service deliverables, limits service enhancements and is relevant when budget planning for the Health

Facilities account. Limited interior remodeling is underway, moving the Director and Administrative

assistant by the front desk for improved visibility. Adequate funds need to be maintained for

unanticipated repairs and/or larger projects that will be inevitable over the next 3-5 years. The

anticipated facilities revenues and expenses for the 2015-2016 will result in a negative draw from the

Reserve.

Projected Facilities Revenues: $152,575

Projected Facilities Expenses: $184,661

Projected contribution to Facilities Reserves: ($32,086)

Highlights of the 2015-2016 Budget

Overall

• The financial obligations and revenues are expected to positively balance out with a

notable contribution to the reserve fund balance this FY.

• The yearly COLA based on the Medical Consumer Price Index of 3.01% as well as an

increased student enrollment will result in adequate funding for the SHC.

• The current need for fiscal restraint in the CSUS budget situation will continue to call for

a flexible financial plan due to budget variables that may impact the SHC budget for the

next FY.

• A reserve balance will be maintained to cover minimum of six (6) months of clinic

operation in the event of decreased or delayed collection of revenues or significant

emergency expenditures.

• The SHC budget remains dominated by salary and benefits costs, which are

approximately 80% of operating expense and 67% of revenues.

Revenues

• A 3.01% increase in the mandatory SHC fee will be realized due to the COLA. The Center's

COLA is indexed to the Medical Consumer Price Index to more accurately reflect cost trends

for the SHC.

• A 5.45% increase in headcount for fall 2015 and a 1.66% increase in spring 2016 are

projected by Enrollment Services compared to the 2014-2015 academic year.

• Interest income remains an estimate as no definitive interest rate was available at the time

of budget preparation. The estimated interest used for this year's calculations are based on

last year's income, which was based on a smaller fund size.

Expenditures

• Ongoing expense for psychiatric consultative service to address student mental health

needs.

• Anticipated overall potential increases in general operating and medical supply costs are

due to the increasing cost of medical care and increased patient visits.

• Potential infectious disease outbreaks such as Norovirus, influenza, measles or pandemics

could potentially increase costs related to prevention, preparedness and essential medical

response, including the suggested coverage of cost for immunizations by the CO.

• SHC assistance to cover costs for testing and treatment of Public Health related issues. Due

to increased costs of diagnostic test and treatment for chlamydia, gonorrhea, HIV, syphilis,

and Latent TB, that may prevent student willingness to screen for or treat illness that may

have significant Public Health effects.

• Increased acuity of illness as more students rely on the SHC for affordable primary care and

their medical home base.

• Addition of a Behavioral Health Case Coordinator, as well as Nursing Supervisor/ Clinic

Manager (MPP).

• Expansion of the Pharmacist role to include protocols to manage clinical issues (prescribing

birth control, and smoking cessation medications).

• Modifications to the Clinic area to accommodate the increase in staff members and patient

contact areas in response to the increased student body.

• Establish, develop and implement an effective Marketing Plan for the SHC.

• Staff development, training and continuing education expense.

• Hospitality expenses for SHC events, functions, as well as student and staff meetings.

• Ongoing support for the Peer Health Educator Program and minor support for Student

Health Advisory Committee {SHAC).

• Proposed enhancements to the SHC website, as well development of social media

{Facebook, Twitter, Pinterest, lnstagram etc.) as a contact to the CSUS student community.

• Savings for the anticipated replacement of the entire HVAC system for the SHC.

Budget Plan Detail Description

Health Services Account Revenues

Staffing Estimates: The SHC continues to feel the strain of modifying its staffing to accommodate the

increasing student population, due to a fixed clinic space. This past year the SHC has added a new ASA II

position and a second Health Educator. It also has replaced vacated for an ASA I and an HSA position.

This year an RN II will be retiring, and so steps for replacement are underway. A full time IT consultant

position is almost ready to be posted to replace the present IT, which is an 80% position, since the SHC

requires a full time position. To improve student access to the SHC, plans for a new Behavioral Health

Case Manager and the development of an RN Case Manager are underway.

Salaries: Overall salary costs for staff will rise in comparison to the last FY. New position costs will be

offset by the loss of staff. Increased costs will be due to the addition of a full time IT position, as well as

a new Behavioral Health Case Manager and Nursing Supervisor/Clinic Manager. Planning for potential

salary increases is an additional reason to maintain a healthy reserve balance, as most salary increases

occur as part of a bargaining process, as well as needed IRPs.

Benefits: Benefit costs will continue to increase for the 2015/2016 FY.

Additional Use of Funds: Remodeling of the SHC will need to be started this year, to accommodate last

year's increase in Health Educators, as well as the planned addition of Case Managers. General

operating expense and related areas such as supplies and contracts will likely continue at a similar or

slightly higher rate than last year. Proposed funding for campus wide health and wellness education as

well as promotions, will increase in order to meet the needs of the student community and allow for an

increased presence and visibility of the SHC.

Transfers Out/Overhead: Transfers Out and Overhead will increase in 2015/16. Chargeback costs for

CMS PeopleSoft and amounts due to Financial Services for administrative support are expected to

remain constant. The decrease in OIT support will offset the additional cost the SHC now has from the

newly created UPD chargeback. The chargeback cost to Faculty Affairs and Human Resources increased

from $6k to $82k.

Health Facil

ities Account Revenues:

The Health Facilities fee revenue will be slightly higher than the last FY, due to an increase of the

Facilities Fee to $8.50. This increased revenue is projected to meet the current facilities expense

anticipated for the 2015-2016 FY and allow for a contribution to the Facilities Reserve Account.

Health Facilities Account Expenditures:

Repair and Maintenance: The increase of staff will add to the already over taxed HVAC system, and

frequent adjustment with each outside temperature change, which add to costs of maintenance.

Facilities continue to provide the SHC with daily housekeeping.

System Wide Obligation: Central paid costs consisting of the state 'pro rata' and the Chancellor's Office

administrative fee are collected in quarterly payments from the Health Facilities Fund.

Projected Fund Balances

Health Services Reserve:

This account serves the purpose of a Student Health Center reserve to use for revenue

fluctuation, for major emergencies, costly equipment replacement, and other contingencies

including disease outbreaks. As a self-support unit with annual expenses of over $2.4 million

dollars, a sufficient reserve balance is essential, as no general funds are available in the event of

unexpected expense or decreased revenues. The reserve is essential to address unfunded

mandates such as rising benefit costs or salary increases. Historically, the Student Health

Center was given the target goal of maintaining a reserve equal to 100% of annual projected

expenses. The current reserve target has been well met by the Student Health Center, although

a lower reserve amount may be adequate if needed in order to provide for essential operating

expense and services. Previously a 'new building fund' was maintained by the Student Health

Center apart from the operational reserve until 2004-2005. With the increase in student

enrollment, the SHC will soon be running at full to overflow capacity; this year we will start the

conversation for a new building, as well as explore other resources, in order to provide

improved services to the student body.

Facilities Reserve:

This account serves the purpose of a reserve for the repair and maintenance of any building

needs or system wide obligations. Increasing the reserve balance has been possible for the last

few years due to deferred projects such as making functional building changes to accommodate

staff changes, work flow and patient flow. Any unusual occurrences like CSU System wide

mandates that could utilize these funds to necessitate maintaining a healthy facility reserve

balance. With the increase in the student population, the SHC will need to enhance its ability to

meet their medical needs. As a result, remodeling will be done to accommodate these changes,

which will cause a draw from the reserve balance.

Pharmacy Trust:

The purpose of this fund is to provide funding support for the pharmacy by maintaining

pharmaceutical stock and other related pharmacy supplies, equipment, or relief staffing in

order to meet pharmacy operational needs. The pharmacy trust balance may be influenced by

year-to-year changes in pharmacy costs attributed to this trust fund. The balance may decrease

during years of increased relief staff use and supply needs as well as new purchases and

upgrading software applications.

Augmented Trust:

This account receives revenue from the augmented services of laboratory, radiology and non­

routine physical exams, etc. In addition, very modest revenues obtained from an administrative

fee acquired from the Student Health Insurance program will also be received in this account.

These revenues are then used to cover the costs incurred for corresponding contracted services

and may occasionally be used to offset patient costs for otherwise unaffordable critical

diagnostic testing. The trust balance is expected to fluctuate throughout the year as ongoing

expenses and deposits are attributed to the fund.

Health Center Summary

Item Description (A) (Bl (C) (D) Total

Health Services Health Facilities Pharmacy Trust Augmented Trust

Fundinl! Sources Summer Fees $ -

Fall Semester: 9500 @ $182.50/student $ 1,733,750 $ 80,750 $ 1,814,500 Winter Fees $ -

Spring Semester: 8450 @ $182.50/student $ 1,542,125 $ 71,825 $ 1,613,950 Reserve for Bad Debt $ (10,000) $ (500) $ (10,500) Contribution-Private (Rx) $ 15,000 $ 15,000 Trust Receipts (OTC) $ 7,500 $ 7,500 Supplies and Services $ 250 $ 250 Allowance-Other $ 1,500 $ 1,500 Interest $ 10,000 $ 500 $ 10,500 Other Revenues $ 80,000 $ 40,000 $ 120,000

Total Funding Sources $ 3,275,875 $ 152,575 $ 104,250 $ 40,000 $ 3,572,700

Fund Uses

Salaries and Wages $ 1,583,705 $ 6,300 $ 1,590,005

Student Assistants $ . $ -

Benefits $ 812,695 $ 91 $ 812,787

General Operating Expense $ 40,820 $ 40,820

Lab Supplies $ 9,326 $ 9,326

Medical Supplies $ 30,253 $ 30,253

Clerical Supplies $ 7,954 $ 102,000 $ 109,954

Health Promotions/Wellness $ 1,531 $ 1,531

Facilities Recovery Costs $ 9 $ 9

Work Orders $ 170,600 $ 170,600

Repair & Maintenance $ 565 $ 565

Postage $ 372 $ 372

Telephone/Communications $ 7,532 $ 7,532

Professional Training & Development $ 3,636 $ 3,636

Membership & Dues $ 2,314 $ 2,314

Travel $ 13,960 $ 13,960

Equipment Purchases/Office Remodel $ 97,926 $ 97,926

Participant Expenses - Student Health Adv Comm $ 775 $ 775

Contractual Services $ 60,101 $ 30,000 $ 90,101

State Pro Rata Admin $ 4,758 $ 4,758

Systemwide Obligation $ 9,303 $ 9,303

Carry Forward FY12/13 $ -

Total Fund Uses $ 2,673,473 $ 184,661 $ 102,000 $ 36,391 $ 2,996,526

Transfers ln[Out

Due to General Fund - Fin Svcs $ 57,492 $ 57,492

Due to General Fund - CMS $ 20,325 $ 20,325

Due to General Fund - OIT $ 19,611 $ 19,611

Due to General Fund - UPD $ 51,394 $ 51,394

Due to General Fund - FAHR $ 82,752 $ 82,752

Total Transfers In/Out $ 231,574 $ - $ - $ - $ 231,574

Contribution to Fund Balances $ 370,828 $ (32,086) $ 2,250 $ 3,609 $ 344,600

Fund Balances:

FY 15/16 Projected Health Center Reserve $ 6,173,284 $ 6,173,284

FY 15/16 Projected Health Facilities Reserves $ -

New Building Fund

Transfer From Fund Reserve

FY 15/16 Projected Undesignated Reserve $ 473,431 $ 133,145 $ 24,126 $ 630,702

Proposed Total Funds Balances FY15/16 $ 6,544,112 $ 441,345 $ 135,395 $ 27,735 $ 7,148,586

2015-2016 HOUSING AND RESIDENTIAL LIFE BUDGET PLAN

Executive Summary

Introduction

The development of this business plan is to provide a useful management tool to allow for sound business practices during the planning and budget process and to provide the foundation for decisions as unforeseen needs arise. In addition, the plan provides direction for Housing and Residential Life's operations and programming development, as well as assessing the adequacy of fees in support of these services. The following is an overview of the Housing and Residential Life 2015-2016 budget.

The budget plan has the following basic sections: 1) the budget summary; 2) detail sheets; 3) salary projections; 4) dormitory revenue fund fiscal years' comparison; 5) DBM&ER fund sources and uses; 6) DBM&ER fiscalyears' comparison; 7) facilities repair and maintenance schedule; 8) construction reserve fiscal years'comparison; 9) OEE reserve; 10) technology reserve; 11) activities trust detail; 12) multi-year rate history.

1 Budget Summary - provides an overview of the various accounts of the entire budget on a single page. The summary provides an overview of six different funds: a. Dormitory Revenue and Expenses; b. DBM&ER Fund; c. Technology Fund; d. Operational Reserve Fund; e. Construction Reserve; f. Activities Trust. The columns represent these different funds while the rows represent the totals for the various items.

2 Detail Sheets - provides detail in terms of revenue and expenditures with an explanation for each line item of the dormitory revenue and expenses fund.

3 Salary Projections - provides detail regarding the staff positions, salary, categories, salary increases, andbenefits.

4 7 Year Fiscal Year Comparison - provides a detailed history of revenue and expenses.

5 Dormitory Building Maintenance and Equipment Reserve (DBMER) Sources and Uses - provides an overall view of the income and expenses planned for the 2015-2016 budget year.

6 Dormitory Building Maintenance and Equipment Reserve Comparison- provides an overall detailed review of the fiscal solvency of the program and insight into important reserve obligations.

7 insight into levels of reserves that need to be maintained in order to meet long-term maintenance responsibilities.

8 Construction Reserve - this comparison shows that Housing and Residential Life is building a fund to support expenses that will be incurred prior to approval of future building (i.e. consultants, architects, etc.)

9 OEE Reserve - serves as holding pool to assist the department in meeting operational expenses in the event occupancy targets are not achieved.

10 Technology Reserve - provides an overall review of funds held aside for major technology improvements or upgrades.

11 Activities Trust - $40 per resident fee that is collected and expended in provision of activities used in support of Housing and Residential Life's mission of community building.

-;

2015-2016 HOUSING AND RESIDENTIAL LIFE BUDGET PLAN

Executive Summary

12 OEE Trust-No revenue sources as this time. Previously received the laundry commission. No

expenditures.

13 08501-DBMER Housing Trust was established as part of a CPO, per the Chancellor's Office.

14 Rate History - provides multi-year comparison of housing rates and number of revenue generating bed spaces at 100% occupancy.

Analysis of 2014-2015 Fiscal Year

Annualized occupancy for 2014-2015 was 95% of capacity. $4,702,071 in revenue was collected, representing 99.5% of the $4,724,582 of the revenue budgeted for 2014-2015. Operating expenditures for 2014-2015 were $4,274,609, $141,828 under budget. These savings were used to offset one-time expenses of $524,470. The department met the 1.10 debt coverage service ratio required by the Chancellor's Office mandatory with ratio of 1.40.

2014-2015 ending fund balances for all Housing reserve accounts is $3,319,955. This is comprised of $3,228, 180 posted to the main four reserve accounts with an additional $117,455 allocated to the three housing trust accounts. An encumbrance of $84,090 will post in 2015-2016 resulting in a reserve balance of $3,235,865

at the start of 2015-2016.

2015-2016 Budget Summary

The 2015-2016 budget plan is based on 95% occupancy of 676 beds, a decrease of five revenue generating

beds from 2014-15. This adjustment is due to the relocation of study rooms, a staff change, and one guest unit being taken offline for 2015-2016.

University charge backs for 2015-2016 increased by $10,712 and are budgeted at $295,157. Expenses for

Financial Services and OIT have decreased, while the charge for HR/Payroll almost doubled. See the table below for a full summary of charge backs permissable under Executive Order 1000.

Cost Allocation or Charge Back

Financial Services

OIT Services

Public Safety Service Fee

StudentAffairsAdmln Fee

Insurance Premium

Faculty Affairs/Human Resources

Total - - ·- - - ---- - -~

2014-15 Actual

$ 63,320

$ 93,500

$ 56,084

$ 47,246

$ 12,904

$ 11,391

$ 284,445

2015-16

Projected

$ 51,954

$ 96,973

$ 62,315

$ 48,758

$ 12,904

$ 22,253

$ 295,157

Increase

(Decrease) %

-

-18%

4%

11%

3%

0%

95%

- -

2015-2016 HOUSING AND RESIDENTIAL LIFE BUDGET PLAN

Executive Summary

Since 2012-2013 department fund allocations were guided in accordance with the priority of stablizing occupancy, through a combination of recruitment and retention focuses. 2015-2016 marks the third consecutive year of improved retention with a single year improvement of 1. 7% and a three year improvement of 9.6%. Housing retained 45.3% of the 2014-2015 resident population, with 49% of this representing retained freshman and 41 % being retained upperclass students. The department achieved 99% occupancy on opening day, 4% above the target budget occupancy.

In addition to continuing to collaborate with Admissions and Outreach on recruitment activities, the department will focus on student success iniativies such as the launch of 15 re-imagined Resident Community Impact Groups, social norming campaigns relating to ATOD, Title IX and general health and wellness, peer-to-peer network support, and general academic support. Programs established in 2014-2015, such as the Honors Living Community continue to grow with 2015-2016 marking a slight increase in the housing honors population from 36 students to 40 students, signifying that 19% of the University's 207 Honors Program students live on campus.

Department priorities for 2015-2016 have been adjusted after review of year-end resident satisfaction data, a review of housing time-to-degree data (four year graduation rate decreased to 15.8 from 17.8 marking the first time in four cohorts that the resident rate has been under the non-resident rate), GPA data (decreased to 2.79 from 2.871 the prior year), major representation data, home geographic radius data (slight increase from 32% to 34% of students whose home address is a distance greater than 200 miles from campus), age distribution (53% of the population being under 18, with 84% being under 20 yers of age) and class standing representation within the community (66% freshman, with sophomores at 14%, juniors at 11% and seniors at 9%).

Priorities for 2015-2016 include: (1) Housing students will successfully integrate into CSU Stanislaus, (2) Housing students will develop life and job skills, (3) Housing students will complete their education in a timely manner. While the priorities remain largely unchanged, the learning objectives for each have significantly changed.

In addition to academic wellness, the department continues to build upon the expanded personal safety and wellness programming which occured in 2014-2015. Housing professional staff will seek out opportuntiies to collaborate with colleagues on programs. Examples of this include Stop Abuse programming, Warriors Up at Night, Warriors Explore Downtown, Housing Athletic Block Parties, Financial Literacy workshops and Career exploration and guidance programs. Resident Assistants and Peer Academic Leaders will continue to serve as a front line peer-to-peer support system for residential students.

Occupancy

Budgeted occupancy for 2015-2016 is planned at 95% with an opening occupancy of 99%. The department will mitigate mid-year attritition by recruiting for Spring 2016 and being more engaged within the community to support at-risk students, fostering persistence across terms. The Assistant Director will work closely with the Academic and Career Coordinator to identify academically high-risk students to ensure that resources and information are shared with these students. Educational workshops, such as Understanding SAP will be pro­actively offered to students reinforcing accountability and awareness for academic and life choices.

2015-2016 HOUSING AND RESIDENTIAL LIFE BUDGET PLAN

Executive Summary Conference Groups

Summer conference programs are a vital source of revenue which supplement department summer operations by providing a occupancy pool during the summer months when residents are not in term. Revenue for Summer 2015 increased and bookings and inquiries for Summer 2016, including two new groups, are already in process. A review of Housing Summer Lease Policies will be conducted to ensure alignment with University practices, as well as best practices at other insitutions.

Staffing

The Housing team will be fully re-staffed in October 2015. The team includes the re-addition of the Assistant Director position which had been elmininated in 2011. The position is assigned lead responsibiility for Residential Life and for 2015-2016 will focus on academic support services within the unit, as well as student acclimation and integration into the university. To this end the Assistant Director will work closely with two new hires to the department, the Academic and Career Coordinator and the Resident Community Engagement Coordinator to research, plan and implement effect means to support the academic and personal success of members of the residential community.

The Director of Housing will continue to work collaboratively with Auxiliary and Business Services regarding the Resident Dining Plan to ensure a dining plan which is responsive to student demand, cognizant of contractual obligations and limitations and supportive of retention efforts.

Housing office student assistants will be provided with a wage increase per the new state minimum wage of $10.00 per hour which is effective January 1, 2016. Hours worked will be reviewed in October for all office assistants to determine if a pay raise is appropriate prior to January 1st. This action will recognize the high expectations placed on Housing Office Assistants who are trained to handle housing inquires.as well as general university inquiries.

Staff restructuring within the Business Services and Facilities areas will enable the department to refine service to residents while providing professional growth opportunities and skill development to staff. Training and professional development for housing staff will continue to be a priority through which a higher level of service will be provided as staff will be empowered and knowledgable not only in their own area of expertise, but in other areas of housing as well.

Campus Services/Contributions

Housing & Residential Life has $285,374 allocated in service payments or charge backs for various campus departments. The unit contributes to the campus through other means as well. Although Auxiliary Business Services manages the contract with Chartwells for campus dining services, housing has responsibility for

managing the following aspects of the residential dining contract _and receives no compensation for this role: advertising, posting of charges, tracking of AR, oversight of collections, authorization of monthly payment to vendor, adjustments to student accounts, activation of student ID cards and loading of meal plans.

Reserves

$298,469 is allocated to reserve growth. Against this, reserve expenses of $626,145 are planned for building maintenance and repair. This includes: carpet replacement in Village Ill ($125,000), chiller replacement

($125,000), counter replacement for Village I and Village II ($62,145), Village Ill furniture and outdoor tables ($225,000), water heaters for Village I and Village II ($39,000) and security cameras ($50,000).

2015-2016 HOUSING AND RESIDENTIAL LIFE BUDGET PLAN

Executive Summary

There are currently $3,318,851 in operating reserves, $3,319,955 when DB501 DBMER Trust is included. After planned facilities and repair expenditures of $626,145 are reconciled against the reserve accounts, factoring in an expected contribution of $298,469, the net all fund reserves at the end of 2015/2016 is estimated at $3,017,959. This is comprised of $2,900,504 in the four designated resource accounts, as well as as additional $117,455 in trust reserves.

DBM&ER

The budgeted reserve allocation for this account is $100,000. There is currently $2,750,000 in this account. Expenses of $626,145 are planned resulting in a net ending balance of $2,223,855. Note: An expenditure to replace the chiller unit which operates for Village I was planned for 2014-2015 but was moved to 2015-2016 to determine if the project is compatible with the University Facility project to run HVAC to the Arena. Such an action would provide significant long-term financial savings to housing both in re-occuring utilities expenses, but also in the context of future equipment replacement. Village I has 40 units owned by the state and 25 units owned by ABS. As·a result 61.5% of the replacement chiller cost is the responsibility of the state, with 39.5% the responsiblity of ABS.

Construction

The reserve allocation for this account is $40,000. There is currently $175,000.00 in this account with no expenditures planned, yielding $215,000 at projected year-end.

Technology Reserve

The budgeted reserve allocation for this account is $58,469. There is currently $65,000 available in this account. No expenditures are planned, yielding a projected balance of $158,469 at year end.

Operational (OEE) Reserve

The budgeted reserve allocation for this account is $65,000. There is currently $203,180 available in this account. No expenditures are planned, yielding a projected balance of $303,180 at year end.

Trust Reserves -Activities, OEE & D8501-DBMER Housing Trust

The department has three trust accounts. The Activities trust (TM110) receives revenue from the $40 resident activity fee. It is budgeted to receive $25,680. These funds will be added to the existing balance of $71,004, bringing the 2015-2016 year end balance to $96,684.

The OEE trust (TM241) has $19,666 from prior year. No additional funds are allocated to this account.

The DB501-DBMER Housing Trust was established as part of a CPO, per the Chancellor's Office. The balance in this account is 1,104.

$117,455 is the projected 2015-2015 year-end balance for the combined accounts. A review of the Trust authorization agreement for these accounts will be reviewed during the 2015-2016 year to determine if these funds should be repurposed to form a reserve for Emergency Operations, to be used during and emergency or to support business continuity in the aftermath.

Sources of Funds Suite Rent (Occupancy Rate 90%) Apartment Double Deluxe Apartments Phase I Apartment Phase II & Ill Rent Housinc:i Grants Summer Session Rent ABS Contribution Conference and Workshops Miscellaneous Fees (Trust: Activity Fee)

Reserve for Bad Debt Interest Total Sources of Funds Uses of Funds Salaries and Waaes Salarv Increases Benefits Student Assistants General Operating Expense Postage Telephone/Communications Facilities Cost Recovery OIT Work Orders Custodial, Repair, & Maintenance Training/Professional Development/Travel EquipmenUIT & Software Expenses Utilities Contractual Services Hospitality

Activitiy supplies Career Exploration/Guidance RA Board & Parkinc:i Permits

CO Centrally Paid In-Direct Costs CO Centrally Paid Direct Costs ABS Lease Pavment Land Use Charqe Total Uses of Funds Transfers in IOutl Due to General Fund - Fin Svcs Due to General Fund - OIT Due to General Fund - Public Safetv Service Fee Due to General Fund - Student Affairs Due to General Fund - HR Insurance Premium Total Transfers in /Outl

Transfers to Deslanated Reserves DBM&ER Fund OEE Reserve Site Construction Reserve Technoloav Reserve Fee Mitiaalion Ooeralional Reserve Total Transfers to Desianated Reserves

Cu rent Year Contribution to Fund 2014/15 YE Fund Balances*

Fund Balances at YE 15/16

2015-2016 HOUSING AND RESIDENTIAL LIFE BUDGET PLAN

SUMMARY

2015-2016

Dormitory DBM&ER OEE Site

Technology Construction

Revenue & Fund Reserve Reserve

Reserve Expenses (DR01) (DR02)

IOR03l (DR04)

$ 992,927 $ 685,428 $ 674,977 $ 2,147,900 $ 40,000' $ 45,000 $ -

$ 132,277 $ 87,200 $ 10,000 $ 37,065 $ 4,752,775 $ . $ . $ $ .

$ 734,766 $ 4,272 $ 295,102 $ 255,330 $ 143,300 $ 12,000 $ 10,000 $ 125,000 $ 6,000 $ 75,000 $ 626,145 $ 100,000 $ 25,000 $ 205,200 $ 136,137 $ 115,000 $ 58,000 $ . $ 52,320 $ 58,909 $ 1,112,866 $ 650,000 $ 50,000 $ 4,224,202 $ 626,145 $ $ . $ .

$ 51,954 $ 96,973 $ 62,315 $ 48,758 $ 22,253 $ 17,850 $ (300,103

$ 65,000 $ 65,000 $ 65,000 $ 65,000 $ 40,000 $ 40,000 $ 58,469 $ 58,469 $ . $ (228,469: $ (561,145 $ 65,000 $ 40,000 $ 58,469

$ 10: $ (561,145 $ 65,000 $ 40,000 $ 58,469

$ . $2,750,000 $ 203,180 $ 175,000 $ 100,000

$ IOI $2,188,855 $ 268,180 $ 215,000 $ 158,469

DB501-Activities OEE DBMER

Trust Trust Housing Total

Trust

$ 25,680

$ 25,680 $ . $ . $ 4,778,455

$ . $ . $ . $ 4,850,347

$ (300,103:

$ 25,680 $ . $ .

$ 25,680 $ . $ $ (371,996 $ 71,004 $ 19,666 $ 1,104 $ 3,319,955

$ 96,684 $19,666 $ 1,104 $ 2,947,959

Legal Requirements:

Q Stanislaus • State

University Police Department

2015 - 2016 CSU Stanislaus Parking Business Plan Summary Narrative

Self-Support Restricted Funds

State law requires that all persons must pay to park on the campus of a California State University (CSU) and that those funds must be used to administer, operate, and maintain the parking program as well as to construct vehicle parking areas and other transportation facilities on campus. All fees received from any person paying to park on campus must be deposited into a Parking Revenue Fund. Title 5 California Code of Regulations Article 7, 42200 and 42201; Education Code 89701 - 89701.5.

To ensure compliance with state law and CSU requirements, the University Police Department (UPD) is delegated authority for the enforcement of parking and traffic rules and regulations on campus. All fines received must be deposited into a Parking Fines & Forfeitures fund. Each year thousands of students, employees, visitors, and special event guests use the campus parking facilities and are subject to parking fees. The campus Parking Guidelines provide an overview of parking rules and regulations and is available on the University's web site.

Consistent with CSU Executive Order 1000, costs incurred by the CSU Operating Fund for services, products, and facilities provided to other CSU funds must be properly and consistently recovered on actual costs incurred. Allowable direct and indirect costs shall be allocated and recovered.

Ad Hoc Parking Task Force:

In the Fall of FY 2014-15 President Sheley convened an Ad Hoc Parking Task Force comprised of MPP, Faculty, Staff, and students. President Sheley assigned the committee the mission of assessing current parking demands, and in conjunction, projecting the pressures, revenues and expenditures for the next seven years.

The Ad Hoc Parking Task Force met throughout the fall semester and provided President Sheley with a comprehensive report and their recommendations in early 2015. In April 2015 President Sheley notified the campus community of his plans to implement changes to the Parking Program based primarily on the Task Force report. Directions by the President for FY 2015-16 are:

1. Parking permit fees for students, MPP employees, and confidential staff will not increase.2. Represented employees' parking fees will be increased $1.00 per month per collective bargaining

agreements.

President Sheley also identified a Campus Parking Fee Schedule and General Plan that will become effective beginning in FY 2016-17 and remain in place through 2023-24 (i.e., a seven-year plan).

Source of Funds: $1,787,381 estimated revenue

CSU Stanislaus derives parking revenue from two primary sources; the sale of parking permits and from the payment of fines of parking citations issued for violations. Additional revenue is generated from the use of parking for special events. Student parking fees continue to provide the majority of revenue. An annual notice of all campus parking rates is distributed each spring through campus email.

Twelve (12) types of parking permits are sold over the course of the year. Employee permits are available and are labeled as a fall, winter, spring, summer or annual Staff /Faculty permit. Student permits are available and are labeled as a fall, winter, spring and summer Student permit. A discounted permit is available for motorcycles, but limited to restricted areas. Retirees may also be eligible for a discounted permit. Daily permits are available from permit dispensers located near the campus entrances. There is also a limited number of coin operated meters for short term parking in Parking Lot 1.

Departments Receiving Funds:

CSU Stanislaus parking funds are allocated to the Division of Business and Finance with responsibility delegated to Facilities Services, Financial Services, Office of Information Technology (OIT) and the University Police Department. While having distinct areas of responsibility, these four departments also overlap and collaboratively implement or administer other aspects related to parking.

Primary Expenditures & Transfers Summary: $1,762,436 estimated

The State Controller and CSU Chancellor's Office annually invoice CSU Stanislaus for their direct and indirect cost recovery or reimbursement from our Parking Funds.

• CSU Chancellor's Office

• State Prorata - Health Benefit• State Prorata - Administration• State Controller's Office

• State Dental Annuitant

$ 9,303

41,813

4,038

4,418

4,592 $64,164

CSU Stanislaus parking funds are primarily used for the maintenance, repair, construction and the safety of parking/traffic areas and other transportation facilities throughout campus. This year the Parking Program will replace six (6) outdated permit dispensers with state-of-the-art credit card accepting dispensers, as well as replace the meters in lot 1 with a programmable, credit card accepting dispenser.

• Construction Reserve

• UPD Parking Safety Reserve

• General Operating Expense• Facilities Operating Expense

• Alternate Transportation

• Utilities

• Equipment

• Fuel-gas carts

• Postage

$725,000

75,000

87,719

120,000

48,500

42,000

103,000

300

600

• Travel 2,000

• Work Orders-Cart Maintenance 20,000

• Permit Dispenser Upgrade 16,000 • Facilities Maintenance Reserve 15,000

• Equipment Repair & Maintenance 1,076 $1,256,195

The operation and administration of the parking program involves financial, clerical, OIT and administrative support efforts primarily within Financial Services and Police & Parking Services.

• Parking Salaries & Benefits

• Financial Services

• Office of Information Technology

• University Police• Communication Systems

• Contractual Services

$195,638

56,019

61,469

92,666

26,035

10,250 $442,077

Remaining Fund Balance: $24,945 estimated Year End surplus (if any) will be used to cover unanticipated shortfalls in revenue and unanticipated expenditures. Any additional or remaining fund balance will roll into the Facilities Construction Reserve. Shortfalls above and beyond the $24,945 fund balance are to be compensated from UPD Operating Reserve.

Reserves:

The parking program must continue to fund reserves in order to meet the anticipated increased demand for on-campus parking. The Facilities Construction Reserve will continue to accrue funds in preparation for future parking facility construction.

The UPD Reserve will remain at a balance of $200,000 to offset unanticipated expenditures related to maintaining the operation of the parking program, with an additional $75,000 allocated annually to a safety reserve for the anticipated mandatory upgrade to the UPD Computer Aided Dispatch (CAD) system.

Revenue and expenditure breakdowns are located within their respective detail pages for the Parking Revenue Fund (P0100), the Parking Fines & Forfeitures Fund (PF100), the Parking Construction and Maintenance Reserve fund (PC100), and the Parking Alternate Modes fund, (PF200).

Item Description

Sources of Funding

FS Annual Permits -Reserved -Student - Fall/Spring -Student - Summer -Student - Winter -Motorcycles -One Day Permits -Parking Meters -Misc Parking Revenue Parking W/O Bails & Fines Interest Total Sources of Funding=

Uses of Funding

Salaries and Wages Uniform Allowance Student Assistants Unallocated Salaries Benefits General Operating Expense Work Orders - General Parking Work Orders-Permit Dispenser Upgrade Fuel Postage Repair & Ma int Telephone/Communications Travel Equipment Purchases Contractual Services Utilities Systemwide Overhead Total Uses of Funding=

Transfers In (Out)

Cost Allocation Plan - Financial Services Cost Allocation Plan - OIT CFS Cost Allocation Plan - OIT Cost Allocation Plan - Public Safety Transfer to Facilities - Grounds Salaries & Benefits Transfer to Facilities - Ground Ma int. Supplies Total Transfers In/Out=

Net Surplus/Deficit = Transfers to Designated Reserves:

UPD CAD Upgrade Reserve Construction Reserve Plant Maintenance Reserve Plant Alternate Modes of Transportation Total Transfers to Reserves=

Current Year Contribution to Fund Balance=

I Prior Year Fund Balance Carryforward=

I Total Projected Fund Balance=

Parking Program

Budget Summary

FY 2015/2016 Construction

Parking Revenue Reserve Fund (From Facilities) P0lO0 PC100

$ 155,000 $ 25,980 $ 1,272,422 $ 30,079 $ 2,800 $ 1,000 $ 150,000 $ 20,000 $ 30,000 $ (900)

$ $ 4,000 $ $ 1,690,381 $ - $

$ 84,069 $ $ -$ 58,510 $ 1,530 $ 42,548 $ $ 57,800 $ $ 20,000 $ 16,000 $ 300 $ 600 $ - $ $ 24,635 $ $ 2,000 $ 103,000 $ 5,125 $ $ 42,000 $ 62,165 $ $ 520,282 $ - $

$ {56,019) $ {10,318) $ (51,151) $ (92,666) $ (80,000) $ {40,000) $ (330,154) $ - $

$ 839,945 $ - $

$ (75,000) $ (725,000) $ 725,000 $ (15,000) $ 15,000

$ $ (815,000) $ 740,000 $

$ 24,945 $ 740,000 $

200,000 1 $ 1,s1s,03s 1 $

224,945 I $ 2,2ss,03s 1 $

Alternate Modes Parking Fines & (From Fines &

Forfeitures Forfeitures) PF100 PF200

95,000 2,000

97,000 $ -

8,343

638 29,919

$ 48,500

1,076 1,400

5,125

1,999 48,500 $ 48,500

- $ -

- 48,500 $ (48,500)

(48,500) $ 48,500 (48,500) $ 48,500

(0) $ -

10,266 I $ 4ss,3s6 I

10,266 I $ 455,386 I

2015-2016 Executive Summary- SRC

Executive Summary

The SRC is a self-support operation within the Division of Business and Finance. The SRC provides healthy lifestyle oriented programs and services to California State University Stanislaus. The primary emphasis of the SRC is the student body with a secondary emphasis on employees, alumni and the community.

The SRC's vision is to offer quality recreational services through improvement of current offerings, expanding the range of program offerings, and keeping the cost at a reasonable level for participants. The rebuilding of the Intramural Sports program is underway with a change to the scheduling format and a cost of participation adjustment. Extramural championship games with area universities, regional and national opportunities will be a next step to pursue in efforts to enhance the overall portrayal of the university and hopefully additional bragging rights for success. Fitness programming will continue an emphasis on Group Exercise offerings and concentrating additional resources for Personal Training services and Fitness competitions style activities. The SRC will continue collaborations on campus to increase awareness on health, wellness and staying fit and how it can help improve performance in school. In addition of students from Kinesiology will be utilized to advance program offerings and give them practical experience for the classroom.

Students continue to seek out other sources, purchasing memberships with community gyms. Their fitness and recreational needs are deterred due to overcrowding during peak times and due to the lack of facility space available to offer the larger variety of activity they desire. Preliminary planning and processes for expanding the facilities in order to meet these demands and interests have begun. An original selling points to building the Fitness Center was to move all recreational activity from Fitzpatrick Arena and providing earlier time offerings for Intramural Sports, increasing the variety of offerings and providing student space for informal participation. The SRC will continue to evaluate the best way to meet the students' needs in the current situation and to help the student population stay fit and reduce stresses associated with the daily grind of their lives as they pursue success and development in school.

Finding a funding source to assist in keeping fees lower is worth considering as a priority. The SRC presently has adequate reserve funds to meet the initial amounts needed to proceed toward expansion and hopes to move ahead on funding approvals following initial design plans for future improvements and expansion of the facilities. The SRC also holds in reserve the minimal required amounts for operations, for anticipated maintenance and repairs, equipment acquisition, and once a year debt service.

Usage and Highlights

Usage by year FY2009 - 2010, 1,867 individuals/participants, 46,950 total uses FY201 0 - 2011, 3,240 individuals/participants, 69,703 total uses FY2011 - 2012, 4,287 individuals/participants, 82,946 total uses FY2012 - 2013, 4,490 individuals/participants, 91,741 total uses FY2013 - 2014, 5,194 individuals/participants, 87,263 total uses FY2014 - 2015, *** individuals/participants, 99,544 total uses

2015-2016 Executive Summary- SRC

*** new system in place beginning January 2015, actual individuals unknown at this time

• Open Recreation Volleyball is a continued hit.• Open Recreation Basketball continued in popularity and long waits for games followed.• Open Recreation Workouts during peak hours left the Fitness Center with no equipment

available at times.• The SRC Stadium was the host sight of the CCAA and NCAA round 1 Soccer.• Hosted the Pitman -vs- Turlock Soccer match.• Group Exercise offerings 25 classes per week and 2337 in total participation.• Fitness Practicums were offered to Kinesiology students.• Fitness Center memberships and rental incomes increased.• The SRC provided students with employment opportunities, provided staff development

training, increased coaching/leadership that will help the students in their future pursuits.Additional opportunities will be offered for leadership and learning.

• The SRC provided additional use of indoor and outdoor facilities for various organizations,Athletics, Kinesiology, Advancement, Summer Bridge, ASI, and community groups.

• Tours of the facilities were provided to promote what the University has to offer and a faceto face approach was used at NSO in addition to tabling.

• The SRC continued the relationship with Lions Club for the All Star Game Practice.

SRC Plan

The SRC Fitness Center and the StanReC programs enhance the educational experience and improve the quality of life on campus. Student wellness activities, by way of recreation programs, lead to a healthier population. For the following Fiscal Year, the plan will include: • Intramural Sports: A continued overhaul will take place with new offerings, new pricing, new

times, season changes, and extramural oportunities. This year will be full of planning andadjustments for its continues reorganization as a StanReC program to reach morestudents. The building and improvement of the program offerings for the future will requirere-education and pursuit of better awareness on campus.

• Fitness: Additional exercise challenges, instructional exercise programs and employment ofKinesiology students will be utilized to meet the fitness goals of the participants. Workshopsfor Personal Training and Group Exercise will bring new offerings to students and thecommunity. Practicum program for Kinesiology students will be expanded.

• The restructure of the Outdoor Adventure program will limit the it to WARE rentals and willtarget distribution of information on surrounding area venues. Clinics will be offered toeducate students on opportunities and life enhancement.

The SRC strives to give students a place to connect with other students and improve their college experience. The effort to revive and improve the campus recreation programs, now under the operations of the SRC and StanReC Programs, will continue to be the focus. The spirit of recreation is being revived to meet students wants and needs, and to provide the campus a growing sense of pride. New programs will be added as facilities come on-line and the SRC branches will continue to blossom. Programs will be designed to improve participation and the student experience and grow a stronger alumni.

The addition of facility space and staff are essential to growth of the campus and a better student experience. We currently cannot offer popular programs that exist elswhere. This will

2015-2016 Executive Summary- SRC

not allow CSU Stanislaus the oportunity to be known in the industry as a leader in recreation programming as is the quest of the professional recreation staff. Other campuses are reaching out to us for guidence due to the changes that have already taken place here. We need to keep them asking.

As the university grows, recreation will play a very important part. It is the direction of campuses across the nation. According to The National-Intramural Recreational Sport Association (NIRSA), recreational offerings are one of the primary factors in a student's choice of a university. Participation in recreational programs and activities is correlated with overall college satisfaction and success including increases in GPA. Utilization of recreational facilities has repeatedly been found as one of the biggest factors in college persistence. We should plan to enrich the students lives, establish a sense of belonging, and grow alumni support.

As participation growth continues, the SRC and StanReC Programs will continue to assess needs and determine what recreation programs will best serve the campus. The experience students have at the SRC is reassuring that we are on the right path. They like what they are getting and are asking for more. Recreation is essential to the success of the students.

Highlights of the Budget

Projected Revenues: $2,453,225 Debt Service Payments: $1,063,170 Projected Operating Expenses: $1,124,524 Required Debt Service Ratio: 1.25% Projected contribution to SRC reserves: $265,531 Total Projected Reserves: $3,657,104

Budget Plan Detail Description

Account Revenues: A COLA is now attached to the student fees that support the SRC. Enrollment numbers, fee waivers, and uncollectable fees will determine the final revenue numbers. The member (faculty, staff, alumni) usage and income remains consistant due to the lack of sufficient space and the membership fee structure is currently above community offerings. It also does not include an option for spouse or family to get memberships.

Account Expenditures: Staffing Estimates: 5 full time staff, 17 facility student assistants, 7 group exercise leaders, aproximately 30 intramural student assistants, 2 personal trainers, 2 grounds maintenance staff under the facilities supervision.

Salaries and Benefits: There is an increase in salary expenditures proposed for the academic year for the addition of the Facility Services needs. Full-time staff have been increased to 5 and benefit costs are projected to increase.

Additional Use of Funds: General operating expenses and related areas such as supplies, grounds and custodial contracts will continue at a slightly higher rate than last year. Fee payments to other departments are projected to increase. Chargebacks to the SRC continue to be an issue as departments are permitted request work and control work of crews based on

2015-2016 Executive Summary- SRC

their needs and not the needs of the SRC priorities driving up costs for maintenance. Equipment purchases and needed minor facility upgrades are planned in order to provide a healthier and safe environment. Repair and maintenance in the Fitness Center are planned to stay on track. The following are improvements planned this year:

• Repairs to the Javilin runway as requested by Athletics• Continued Athletic Field Improvements by facilities• New water fill stations at the stadium• Flag Pole upgrades• Promotional Videos on monitors around campus• Purchase additional exercise equipment• Incentive programs added• SRC promotional banners, flags, equipment and features• Rec Field improvments

Projected Fund Balances

Reserve for Outstanding Commitments: $1,300,000 The SRC is required to maintain a minimum balance of 75% of the operating budget at fiscal year end.

Reserve for Facilities Maintenance and Repairs: $350,000 Earmarked for minor & major repairs in and on the facilities of the SRC including the Recreation and Fitness Center, Sports Fields, and Stadium. Included are capital replacement items, pertaining to mechanical, HVAC, lighting systems, and minor construction and renovation projects and grounds care equipment. Funds are also used to cover uninsured losses or deductibles.

Reserves for Future Debt Service: $1,064,000 Earmarked to cover costs of one years debt service payments for the facilitiies.

Reserves for Equipment Acquisition: $150,000 Earmarked for the purchase and replacement of fitness equipment, grounds equipment and office equipment.

Reserves for Capital Improvement/ Construction: $793,104 Earmarked for the future expansion and major renovations of the SRC facilities to provide a full array of recreational offerings. The SRC shall have no minimum or maximum balance until future assessments can be made.

Conclusion

Access to recreation facilities during peak times is essential. Unfortunately, students are walking away having no equipment and no physical space available at times they want to work out or play ball. This facility offers less than 1.98 square feet per eligible student and remains well below the CSU system average of approximately 4.25 square feet and even further below the recommended 10 square feet per student. We simply do not have the space available to keep up with the growing traffic. This also limits us on the programs that we can offer.

2015-2016 Executive Summary- SRC

As programs grow at the SRC, we will continue to increase the use of facilities and frustrate more students with lack of space. The addition of the COLA is now a reality. Finding a means to fund a Recreation Center expansion is at the forefront considering the time it will take to plan, build and bring a building on line. This expansion, will not only house the growing programs, it will help meet the increased attention for improving health, staying fit and the need to relieve stress.

As the SRC and StanReC programs continue to grow, adding highly skilled personnel, additional programs, new services and functional facility space will help the university meet the diverse needs of students and the campus community. Recreation is important on many levels of higher education. Recruitment and retention, complementing academic missions, improving physical and mental health, and to strengthen alumni pride are all stimulated. It is important for the SRC to improve to help the university stay strong. Improving and increasing offerings to commuters and females is an issue in the current situation. Furthermore, finding funding from the community donations that will help reduce debt on a building is a means to give a scholarship to all students by reducing fees. Naming of the building and ongoing donations should be a vital part of the SRC and supported as a way to gift.

Item Descriotion

Student Fees Revenues

Session

Fall

Spring

Program Revenue

Total Fees

Interest

Other Operating

Fee Waivers

Use of Funds

Management Salaries

Student Assistants

Support Staff

SRC Benefits

General Operating Expense

Program Expenses

Direct and Indirect Services • Mandatory Transfer In (Out)

State Pro Rata Charges

Overhead • B & F

Overhead-Chane Ole

Debt Service/Bond Payment

Contributions to Designated Reserves

Current Total Reserve

304010 Capital lmprovemenU Construction

304011 Equipment Acquisition

304013 Future Debt Service

304014 Facilities Maintenance and Repairs

304016 Outstanding Commitments

FYE Proposed Reserve Fund Balances

Student Recreation Complex Budget

2015-2016 Proposed Budget - Summary

$

$

$

$

$

$

Total Sources of Funds $

$

$

$

$

$

Total Use of Funds

$

$

$

Total Direct and Indirect Services $

$

$

$

$

$

$

$

$

$

URC PROPOSED

(1,287,250)

(1,144,9751

(2,432,2251

(14,0001

(20,0001

13,000

(2,453,225)

128,483

124,000

199,841

191,482

484,820

$1,128,626

34,414

119,653

9,303

163,370

1,063,170

261,429

3,391,573

789,001

150,000

1,064,000

350,000

1,300,000

3,653,001