RESOURCE PLANNING PROCESS -...

RESOURCE PLANNING

PROCESS

2014-2015

CALIFORNIA STATE UNIVERSITY, LONG BEACH

CALIFORNIA STATE UNIVERSITY, LONG BEACH 2014-15 RESOURCE PLANNING PROCESS

TABLE OF CONTENTS

Explanatory Notes …………………………..……………………...……….………...... i Co-Chairs’ Message ….……………………………………………….…….……......... 1 – 8 Membership of Resource Planning Process Task Force..………………..……...…. 9 2014-15 Sources and Uses Plan.……………………….…………………..……..…... 10 – 14 Campus Budget Plans…………………………………………………………………... 15 – 24 Appendix ………………………………..……………………………………….……..... A1 – D8 A. Budget Planning Parameters……... ………………………………….……… A1 – A2 B. Enrollment Data …..………………………………........................................ B1 C. Schedule of Meetings …………………………………………………………. C1 D. Glossary of Terms ……………………………………………………..……… D1 – D8

This report summarizes the 2014-15 Resource Planning Process at the end of the academic year in June 2014. The data and plans contained within are based on information available at this time. The final campus budget plans for 2014-15 may be different than what is contained in this report. However, this plan is being published to document the work done by the 2014-15 RPP Task Force.

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EXPLANATORY NOTES ON CONTENTS OF REPORT

MEMBERSHIP OF THE RESOURCE PLANNING PROCESS (RPP) TASK FORCE RPP is a representative task force of the campus leadership charged with the role of advising the President on matters related to the General Fund budget allocations for the coming fiscal year. The membership is comprised of two non-voting co-chairs, and ten voting members representing faculty, staff and student leadership. A representative of the California Faculty Association (CFA) Local Chapter and a representative of the staff unions are invited to participate as observers, and four individuals are appointed as staff support to the Task Force. SOURCES AND USES PLAN This plan prepared by the Office of Administration and Finance provides the Task Force with the perspective of the University's 2014-15 General Fund budget outlook. The plan is updated as new information becomes available. CAMPUS BUDGET PLANS This section provides a comprehensive summary of CSULB budget plans recommended for the upcoming 2014-15 budget year. APPENDIX BUDGET PLANNING PARAMETERS A summary of the State and System budget information upon which the campus budget planning parameters were based. ENROLLMENT DATA A display of the actual student enrollments for 2011-12, 2012-13, 2013-14 as well as the preliminary enrollment targets for 2014-15 based on Governor’s proposed budget. SCHEDULE OF MEETINGS A schedule of the seven separate occasions on which the Task Force convened. Three working and planning meetings were held from February through early April, 2014. Three separate open hearings for the operating divisions were also conducted in April for a total of seventeen hours of deliberation. GLOSSARY OF TERMS A collection of definitions of various terms and phrases specific to CSULB and the CSU used in the RPP Task Force report.

Explanatory Notes i

CO-CHAIRS’ MESSAGE


To: Donald J. Para, Interim President From: David Dowell, Interim Provost and Senior Vice President for Academic

Affairs Mary Stephens, Vice President for Administration and Finance Co-chairs, 2014-15 Resource Planning Process (RPP) Task Force

Date: June 18, 2014

Subject: 2014-15 RPP Task Force Budget Recommendations This memo transmits the budget recommendations of the 2014-15 Resource Planning

Process (RPP) Task Force. The final state budget and CSU funding will not be known

until later this summer, but the RPP Task Force believes it is important to communicate

budgetary plans to the campus based on what we currently know.

In the past decade, CSULB has faced challenging budget circumstances resulting in

substantial reductions to the resources of our operating divisions. During this time, the

campus prioritized our academic purpose, graduating students with highly-valued

degrees, focusing on academic quality and continuing to support the schedule of

classes and student progress to degree. The campus can be proud that graduation

rates and numbers reached all-time record highs, despite budget challenges of recent

years.

Fortunately, for the second straight year, the CSU will be receiving an increase in the

system’s budget. While this budget is fairly good news for the system and our campus,

it will take several years of consistent state reinvestment to fully recover from prior

budget cuts. Nevertheless, the increased funding will allow us to move forward in a

positive direction. We will be able to better serve students and meet the educational

needs of more Californians, thereby positively affecting the workforce and the state’s

economy.

Co-Chairs Message 1

Executive Summary

The Governor’s May Revise Budget contained no changes for the CSU budget from his

January proposal. The following summarizes our understanding of the current budget

situation:

• The governor’s 2014-15 budget proposal invests new, discretionary General

Fund resources in higher education, consistent with the four-year budget plan he

set for the system last year.

• The governor’s budget proposal includes $142.2 million in additional funding.

While this funding increase is welcome, it still falls short of the $237 million

requested by the Board of Trustees.

• The chancellor has allocated $53.3 million of the proposed $142.2 million from

the governor’s budget proposal to the campuses. A total of $39.6 million has

been allocated for enrollment growth and $13.7 million for mandatory cost

increases (healthcare and energy).

• The chancellor is holding the balance of $88.9 million until further notice. This

amount would supposedly be for compensation increases, student success and

completion initiatives, and the financing of maintenance and infrastructure. The

original Board of Trustees request amount for these three priorities was $156.6

million.

• CSULB’s estimated share of the discretionary funds allocated by the chancellor

is $4.1 million. In addition, we estimate that campus revenues will increase by

about $15 million due to enrollment growth and a sizable increase in non-resident

enrollment. After allocating enrollment increase instructional cost funding and

setting aside a contingency reserve of $2 million, we estimate that we will have

approximately $10.9 million of discretionary funds available. This $10.9 million

has been tentatively allocated to the operating divisions on a pro rata basis to

fund operational requirements.

Co-Chairs Message 2

Campus budget planning by RPP has been completed based on this estimate of $10.9

million, the best estimate that was available during the spring.

Background

The proposed funding increase for higher education signifies the importance of a

college education for California residents as well as the impact it has on the state’s

economy and workforce. The increase in funding will move the CSU forward in a

positive direction as the system looks to recover from the substantial decrease in state

funding experienced during the state’s economic downturn. The governor’s budget

proposal once again emphasizes the importance of timely degree completion in all of

the state’s higher education segments.

Current Budget Outlook

Governor Brown recently released his May Revise budget for the coming year. The May

Revise now projects that state revenues will exceed the January Governor’s Budget

estimate by an additional $2.4 billion. Given this positive revenue forecast, the governor

has announced his priority is retiring some of the state’s outstanding debt and

establishing a new “rainy day fund.” Additionally, large portions of the additional surplus

will be applied to the following:

• Increased Medi-Cal caseloads

• Proposition 98 related spending increases

• Shoring up of state employee retirement systems

• New expenditures to combat the drought

Therefore, despite the improved revenue forecast, the May Revise budget does not

increase the January budget proposal for the CSU.

The May Revise also maintains the governor’s commitment to a multi-year stable

funding plan for higher education. Under this plan, the CSU would receive up to a 20-

percent increase in General Fund appropriations over the four-year period (2013-14

through 2016-17). In exchange, the CSU is expected to freeze resident tuition for that

Co-Chairs Message 3

same period to ensure affordability for students and their families. Additionally, the CSU

is expected to achieve the following priorities: decrease the time it takes students to

complete a degree; increase the number of students who complete programs; and

improve the transfer of students from community colleges. The multi-year funding plan

increases funding and strengthens accountability to encourage the CSU to become

more affordable and to maintain quality and access over the long term.

Subsequent to the May Revise, budget committees in both state legislative houses

recommended amendments that would increase the CSU budget by $95 or $100

million. After many legislative deliberations and negotiations, these recommended

augmentations were not included in the final budget approved by the governor. While

the approved CSU budget is short of the Board of Trustees’ request, we are grateful for

the addition of new funds and the ongoing support of the governor and legislature. Preliminary Campus Budget Outlook and Planning (Spring Term Planning) While we do not know the final budget for CSULB, we have projected, based on most

likely assumptions, the availability of some discretionary funding this coming year. We

also know the CSU tentatively has set aside funding for specific purposes such as

compensation increases, student success and completion, and financing maintenance

and infrastructure. The distribution of any compensation increase pool will be subject to

the collective bargaining process. Funding for student access and success initiatives will

be allocated to campuses based partly on a competitive process. And any potential

funding for maintenance and infrastructure needs is likely to be allocated to campuses

on a competitive, priority-based methodology. Funding allocations for these specific

purposes will be made at a later date by the Chancellor’s Office with the funds

earmarked for these purposes. Beyond these set-asides, CSULB’s expected

discretionary funding is primarily due to an increase in our enrollment and the

associated increase in fee revenue. The estimated amount of $10.9 million in campus

discretionary funds was the basis for RPP budget planning this spring.

Co-Chairs Message 4

While we are grateful to have a fairly sizable amount of discretionary funds available for

2014-15, it is important to point out that a large portion is attributable to an atypical

increase in revenue. This atypical revenue is due to conservative revenue planning in

2013-14, the first year of major-specific admissions criteria and the unknown enrollment

patterns that would result. Because of this uncertainty, we purposely projected

conservative revenue growth in 2013-14 base budget planning. Fortunately,

enrollments continue to be very strong and we now have the opportunity to “make-up”

for past conservative base budget planning.

It is important to point out that because our budgeted revenue planning has now “caught

up,” we cannot plan on this level of campus discretionary funds going forward (under

more typical conditions). Also, with this more aggressive revenue budgeting, we will

likely not have as much available surpluses to add to our campus reserve as in prior

years.

Results of Divisional Budget Planning The projected $10.9 million in campus discretionary funds were allocated to the

operating divisions on a pro rata basis. The divisions were asked to develop

expenditure plans for their share of discretionary funds. Divisions were asked to tie

expenditure plans to the Campus Strategic Priorities and Goals. Below is a summary at

an aggregate level:

• The divisions have embraced the top campus priority “Student Success” making

students our highest priority. Some examples include: implementation of e-

advising technologies; expand use of instructional methods based on innovative

technology; support suicide prevention awareness and other mental health

issues.

• The majority of discretionary funding will go towards essential employee hiring to

address critical operational needs. Consecutive years of budget reductions

forced all operating divisions to reduce staffing levels. Increased funding in

2014-15 allows the campus to reinvest in mission critical priorities including an

Co-Chairs Message 5

increase in tenure track hiring and RSCA (research, scholarly, and creative

activities) funding to strengthen academic programs.

• Other divisional priority areas include: maintaining classrooms to facilitate active

learning; increased monitoring of timely progress of graduate students;

enhancing employee training opportunities; supporting innovative technology;

completing a major comprehensive campaign; strengthening programs that

reduce achievement gap; and supporting RSCA adequately.

Divisional plans are very preliminary and are based on our best estimate of available

campus discretionary resources. Both the amount of campus discretionary funds and

details for the use of these funds by divisions may change by the time we have a final

budget later this summer. Plans may also change depending on how much and for

what purpose CSULB receives funding designated for student access and success.

Recommendations of the Resource Planning Task Force

• RPP recommends that the $10.9 million in discretionary funds be allocated to all

campus operating divisions pro rata as prescribed in planning.

• The $2 million of campus discretionary funds reserved as a contingency should

be allocated as determined by the vice presidents and the president once the

2014-15 budget is finalized. Since this $2 million is considered permanent base

funding, any one-time uses of these funds would be available for allocation the

following year.

A summary of divisional budget plans are contained in the Campus Budget Plans

section of this report.

Enrollment

For 2014-15, the campus funded enrollment target has been established at 27,848

resident FTES, an increase of 650 FTES or 2.4 percent over our 2013-14 target. At this

time, the campus enrollment plans for 2014-15 are based on our resident FTES to come

Co-Chairs Message 6

in approximately 1.0 percent over target for 2014-15. This increased enrollment

contributes positively to our net budget.

Due to our new approach to admissions based on major-specific criteria for all

academic programs, there continues to be some uncertainty about our enrollment

performance. However, because of effective enrollment management, indicators are

that we will be close to projections.

Concluding Thoughts

Anticipated budget increases do not fully offset severe reductions we experienced in

recent years. Compensation remains particularly problematic with many years with little

or no pay increases for faculty and staff. Increases in the Student Excellence Fee will

bring much needed improvements in some areas, especially technology.

We expect technology to continue to drive changes in pedagogy and service delivery.

New initiatives, such as instructional technology, must be pursued despite limited

resources. It is important that the campus be as well organized as possible to

effectively adapt to technological changes in both services and instruction.

Some form of performance-based funding is likely in our future. The campus has long

been focused on the core performance metrics: student retention and graduation.

Always the right thing to do, student success is increasingly in the campus’s best

interest. Growth is an immediate challenge. The state has a well-articulated need to

increase baccalaureate completion numbers (not just rates) which may lead to CSU

campuses being asked to continue to grow. Yet, CSULB is near physical capacity. The

campus may have to adapt to accommodate more students, while continuing to improve

quality, using any or all of several strategies such as reduced time to degree (which

could dramatically increase capacity), online and blended technology instruction (which

can improve efficiency of facility usage), and other creative strategies.

Co-Chairs Message 7

The Task Force would like to acknowledge the continued hard work and resolve shown

by the entire university community. CSULB remains a vital, premiere institution of higher

education. This would not be possible without the energy, creativity, dedication and

positive attitude of our faculty, staff and students.

C: Associated Students Officers All CSULB Employees

Co-Chairs Message 8

MEMBERSHIP

CALIFORNIA STATE UNIVERSITY, LONG BEACH RESOURCE PLANNING PROCESS TASK FORCE

2014-15 MEMBERSHIP

NON-VOTING David Dowell, Interim Provost and Senior Vice President for Academic Affairs CO-CHAIRS: Mary Stephens, Vice President for Administration and Finance VOTING Jalal Torabzadeh, Chair, Faculty Personnel Policies Council MEMBERS:

Keith Freesemann, Chair, Program Assessment and Review Council Chris Brazier, Chair, Curriculum and Educational Policies Council Praveen Soni, Chair, University Resources Council

Daniel O’Connor, Chair, Academic Senate

Sharon Taylor, Representative, Division of Administration and Finance Manuel Perez, Representative, Division of Student Services Michael Losquadro/Kathy Skara, Representative, Division of University Relations and Development

Maria Slaughter, Staff Representative, Academic Senate John Haberstroh, President, Associated Students, Inc.

OBSERVERS: Teri Yamada, Representative, California Faculty Association

STAFF: Marianne Hata, Assistant Vice President, Academic Resources, Academic Affairs

Ted Kadowaki, Associate Vice President, Budget and University Services Jim Suguitan, Budget Director, Administration and Finance

Membership 9

2014-15 SOURCES AND USES PLAN

Sources and Uses 10

CHANGESFY 2013-14 AFFECTING 14-15 FY 2014-15

2013-14 Net State Support 141,554,836$

2013-14 Revenues and Reimbursements State University Tuition Fee 179,509,177 Other Receipts 20,775,607 Total 2013-14 General Fund Budget 341,839,620$

2014-15 BEGINNING BUDGET 341,839,620$

Adjustment to retirement rate 1,128,900 Mandatory cost increase - health 870,000 2013-14 improving student success adjustment 675,000 Enrollment growth funding 2,942,000 Partial funding of State University Grant increase 1,195,000

Other minor adjustments 150,000

State University Tuition Fee adjustment (Projected increase of 2,774 headcount) 10,000,000 Non-Resident Tuition (Projected increase of 905 headcount) 5,000,000 Other Receipts adjustment -

TOTAL 2014-15 GENERAL FUND SOURCES 363,800,520$

USES:2013-14 Internal Budget

Division budgets 180,555,426$ University-wide budgets 161,284,194 Total 2013-14 Internal Budget 341,839,620$

Changes to 2013-14 Internal Budget Enrollment increase instructional cost 2,071,300

Other minor adjustments 150,000 Annual costs related to E-Advising 355,800 Elimination of custodial contract 377,000 Revenue sharing agreement with CIE 500,000 Contingency reserve for May Revise and unknowns 2,000,000

Pro rata allocation to operating divisions 10,918,900

Adjusted 2014-15 General Fund Budget 358,212,620$

2014-15 EXPENDITURE REQUIREMENT CHANGESDirected/Earmarked by System Office

PERS retirement rate change 1,128,900 Health benefits rate changes 870,000

2013-14 improving student success adjustment 675,000 Risk pool premium increase 862,000 State University Grant (incremental increase) 2,052,000

TOTAL 2014-15 GENERAL FUND USES 363,800,520

SURPLUS / (DEFICIT) for 2014-15 -$

2013-14 General Fund Budget

Net Budget Plan Changes

Adjustment to Revenues and Reimbursements


SOURCES:

2014-15 BUDGET PLANNINGSOURCES AND USES PLAN

BASED ON ENROLLMENT TARGET OF 27,848 RESIDENT FTES

California State University, Long Beach 2014-15 Resource Planning Process

Sources and Uses Plan

Explanatory Notes The 2014-15 Sources and Uses Plan estimates the impact of budget decisions made by the State, by the CSU System Office, and the Long Beach campus on the resource allocations for the upcoming year. The plan is based on the CSU budget included in the Governor’s January Budget Proposal and the May Revision and incorporates planning parameters that have been provided to the campuses by the Chancellor and the CSU March Budget Allocation letter B2014-01 dated March 6, 2014. The plan does not include any changes that could occur with legislative proceedings that take place before the final budget is passed. The following notes provide an explanation of the numbers shown on the plan. Other related notes and recommendations on the budget strategy and selected topics can be found in the sections following this plan.

SOURCES 2013-14 General Fund Base Budget Net state support and budgeted revenues and reimbursements detailed in the 2013-14 CSULB Internal Budget Document.

2013-14 Net State Support $141,554,836 Represents portion of the University’s state budget supported by tax revenues.

2013-14 Revenues & Reimbursements

State University Tuition Fee $179,509,177 Represents portion of the University’s budget supported by undergraduate, teacher credential and graduate student tuition fees.

Other Receipts $20,775,607 Represents portion of the University’s budget comprised of fees and miscellaneous reimbursements for services. Examples include student health center fee, application fee, non-resident tuition, transcript fees, etc.

Total 2013-14 General Fund Budget $341,839,620

Sources and Uses 11

Net Budget Plan Changes The net budget plan changes in the campus’s General Fund allocation is based on CSU budget allocations detailed in the CSU system coded memorandum B2014-01 on the 2014-15 Governor’s Budget Allocations. Adjustment to retirement rate $1,128,900

Change in employer-paid contribution rates in order to maintain actuarial soundness of the system and meet defined benefit pension obligations. Mandatory cost increase – health premiums $ 870,000 Funding to cover the permanent increase in employer-paid health care costs resulting from January 2014 premium increases. 2013-14 improving student success adjustment $ 675,000 Permanent funding for improving student success initiatives awarded by the Chancellor’s Office in July 2013 following a request for proposal process. Enrollment growth funding $2,942,000 Funding to support the increase in resident full-time equivalent students (FTES) of 650 (27,198 to 27,848 FTES). Partial funding of State University Grant increase $1,195,000 Partial funding of financial aid set aside of 33 percent of increased state university tuition fee revenues. This adjustment is a preliminary projection of changes that will occur in campus fiscal year 2014-15 budgeted SUG allocations. Other minor adjustments $ 150,000 Minor funding adjustments for state interest assessment and faculty equity salary adjustment.

Adjustment to Revenues and Reimbursements State University Tuition Fee increase $10,000,000 This revenue increase projection is contingent on achieving our 2014-15 college year resident enrollment goal of 28,106 FTES, approximately 1.0 percent over target.

Non-Resident Tuition $ 5,000,000

This revenue increase is due to projected growth in the number of non-resident students from the budgeted enrollment.

Total 2014-15 General Fund Resources $363,800,520

Sources and Uses 12

USES 2013-14 Internal Budget The budgets for operating divisions and university-wide programs as detailed in the 2013-14 Internal Budget document.

Division budgets $180,555,426 Represents budget allocations for all operating divisions.

University-wide budgets $161,284,194 Represents budgets for general, necessary, or unavoidable costs that benefit the entire campus rather than a particular division.

2013-14 Internal Budget $341,839,620 Changes to 2013-14 Internal Budget Enrollment increase instructional cost $ 2,071,300

Funding provided to Academic Affairs to support instructional costs related to the increase in enrollment.

Other minor adjustments $ 150,000 Permanent funding for state interest assessment increases and costs related to the faculty equity salary adjustment.

Annual costs related to E-Advising $ 355,800 Permanent funding to support the implementation and maintenance of E-Advising initiatives. Elimination of custodial contract $ 377,000 Permanent funding to support the increased cost of providing custodial services by employees rather than by contracted services. Revenue sharing agreement with CIE $ 500,000 Funding agreement with the Center for International Education to share incremental revenues resulting from growth in international student enrollments. Contingency reserve for May Revise and unknowns $ 2,000,000 Funds reserved as a contingency for unforeseen developments. Disposition of reserve will be determined by the President and the Vice Presidents. Pro rata allocations to operating divisions $10,918,900 Represents pro rata allocation of discretionary resources to the operating divisions in order to fund operational requirements and advance campus strategic priorities and goals.

Sources and Uses 13

ADJUSTED 2014-15 GENERAL FUND BUDGET $358,212,620 2014-15 CHANGES IN CAMPUS EXPENDITURE REQUIREMENTS Represents budget changes to division and university-wide allocations. Directed / Earmarked by System Office

PERS retirement rate change $1,128,900 Represents change in employer-paid contribution rates in order to maintain actuarial soundness of the system and meet defined benefit pension obligations.

Health benefits rate changes $ 870,000 Represents permanent increase in employer-paid health care costs due to annual premium increases.

2013-14 improving student success adjustment $ 675,000 Improving student success initiatives awarded by the Chancellor’s Office in July 2013 following a request for proposal process. Risk pool premium increase $ 862,000 Estimated increase in campus risk pool premium costs due to actuarial data and cost increases. State University Grant (SUG) $ 2,052,000 Permanent budget adjustment associated with the financial aid set aside of 33 percent of increased state university tuition fee revenues. This adjustment is a preliminary projection of changes that will occur in campus fiscal year 2014-15 budgeted SUG allocations.

Total 2014-15 General Fund Uses $363,800,520

Surplus / (Deficit) for 2014-15 $ - 0 -

Sources and Uses 14

CAMPUS BUDGET PLANS

Campus Budget Plans 15

Academic Affairs prorata RPP share $ 7,469,511

PRIORITY AND GOALS PROPOSED PROJECT AMOUNT

Increase tenure track hiring to strengthen academic programs, while enhancing tenure density and faculty

Hire eleven new tenure track faculty beyond replacement of retirements

$900,000

Continue essential staff hiring to address critical operational needs

Hire additional staff in high needs areas beyond replacement of retirements and secure permanent funding for temporary positions

$3,630,000

Allocation by college/support areas:College of Arts $532,799

College of Business Administration $263,172College of Education $326,472

College of Engineering $361,484College of Health & Human Services $328,322

College of Liberal Arts $476,810College of Natural Sciences & Mathematics $440,942

University Library $400,000Academic Affairs Administration, Division $116,854Academic Planning & Graduate Studies $26,523

Academic Resources & Strategic Planning $44,036Academic Technology Services $144,864

Carpenter Performing Arts Center $16,700Faculty Affairs $42,060

Ocean Studies Institute $17,009Research and Sponsored Programs $14,201

Undergraduate Studies & Academic Advising $77,752

Expand CSULB’s use of instructional methods based on innovative technology

Expand resources to support instructional innovation in technology (task force report)

$400,000

Continue to plan and budget with focus on core purpose of graduating students with highly valued degrees, taking maximal advantage of new technologies, innovative and online instruction, service efficiencies and other changes in the higher education milieu

This is permanent resources to backfill to the extent possible, reductions to operating expenses, instructional equipment, and other instructional support to meet student success initiatives with the focus on new technology

$1,000,000

Build on progress in training and techical support porgrams to ensure that faculty, staff and students and service providers can effectively use our technology services

Plan for a 4 to 5 year refresh cycle for faculty and staff computers and build in appropriate level of staff and faculty support. The estimated budget for the division is $800,000; the request will be phased in over two years, FY 2014-15 and 2015-16.

$492,511

Support CSULB faculty RSCA, including undergraduate and graduate research opportunities.

Expand RSCA opportunities using a performance funding process and small research grants

$805,000

Increase incentives for faculty and staff to seek external funding to increase sponsored program dollar levels to a target of $50M annually, while maintaining an average indirect rate above 15%.

Continue to promote and enhance multidisciplinary research to reflect the current workforce opportunities for graduates and encourage faculty's application for grants with average indirect above 15%

$110,000

Move RSCA funding off of F&A and use available F&A funds to continue and expand incentives to develop external funding

$132,000

ACADEMIC AFFAIRS RPP TOTAL $7,469,511

RESEARCH, SCHOLARLY AND CREATIVE ACTIVITIES

FISCAL YEAR 2014-15 ACADEMIC AFFAIRS RPP ALLOCATION

QUALITY OF FACULTY AND STAFF

STUDENT SUCCESS

FISCAL RESOURCES AND QUALITY IMPROVEMENT

ACADEMIC AND INFORMATION TECHNOLOGY SERVICES

2014-15 Resource Planning Process Funding Request


Division: Administration and Finance

PRIORITY AND GOALS PROPOSED PROJECT AMOUNT

Division total prorata RPP share $ 2,203,725

STUDENT SUCCESS

Continue to support student success initiativesHire (2) transfer credit and graduation evaluators

to support student success initiatives and implementation of e-advising technologies

$ 72,000

Hire Assoc Director-Registration, Records & Evaluation to identify trends for student success,

eliminate barriers, and contribute to student success initiatives

$75,000

Improve progress to degree for low income and underrepresented minorities

Hire financial aid counselor to assist with increased volume and complexity of aid

programs like Dream Act. $ 37,000

Continue evaluation of graduate programs, graduation rates

Hire an evaluator in the graduate student unit to improve the timeliness of graduate student

advancements to candidacy and requests to graduate; to support increased monitoring of the

timely progress of graduate students.

$ 36,000

Expand active learning that fosters student engagement Maintain classrooms to facilitate active learning $ 300,000


Continue essential staff hiring to address critical operational needs

Hire Assistant Director, Financial Aid as module lead due to program complexity and changing

regulations.$70,000




QUALITY OF FACULTY AND STAFF (Cont'd)Continue essential staff hiring to address critical operational needs (cont'd)

Hire (2) financial aid technicians to assist with increased volume

$64,000

Hire IT service/system integration professional to provide oversight and integration necessary to

coordinate among the highly integrated systems now in place on campus. These integrated systems are mission critical for automated processes and require high availability and

reliability.

$80,000

Hire desktop support position to reduce response times for assistance with desktop and

laptop support needed by faculty and staff.$50,000

Augment Help Desk staff to reduce response times for assistance with critical IT support

needed by faculty and staff.$25,000

Base fund existing staff recruiter to facilitate increasing volume of recruitments

$65,000

Hire custodial staff (4.0 FTE) to properly maintain learning environment.

$112,000

Hire work order system business analyst in PPFM to perform process analysis, improve

administrative report creation/dissemination, provide system training, and create and maintain

system documentation.

$75,000

Hire police officers (2) to stabilize staffing and reduce overtime.

$130,000

Hire additional police dispatcher to provide sufficient coverage during weekends, graveyard,

and peak periods.$45,000




QUALITY OF FACULTY AND STAFF (Cont'd)

Continue essential staff hiring to address critical operational needs (cont'd)

Continue vital student assistant support while accommodating the increase in minimum wage

and related adjustments to the student pay scale.

$9,500

Enhance training opportunitiesHire training resource to develop training

content, update training materials, respond to needs, and increase morale

$100,000

FISCAL RESOURCES AND QUALITY IMPROVEMENT

Continue to respond to changes in the higher education milieuInitial training for campus community involved in

youth activities$15,000

Continue to take maximal advantage of new technologies and service efficiencies

Hire additional accounts payable specialist to support expanding needs of the p-card program.

The number of users and items purchased are increasing because of process efficiencies.

$50,000

RESEARCH, SCHOLARLY AND CREATIVE ACTIVITIES

Establish a sustainable level of RSCA support for faculty that supports and advances the mission of the University

Fully utilize the Common Financial Systems (CFS) capabilities to support the grants and research requirements of the campus through adequate

reporting.

$216,225

EMERGENCY PREPAREDNESS

Improve institution's ability to respond to and recover from natural or manmade disasters

Hire emergency preparedness assistant coordinator to ensure the university has

thoroughly planned for emergencies$40,000




Information Technology Services / Fiscal Resources & Quality Improvement / Research, Scholarly & Creative Activities / Auxiliary Organizations

Hire systems analyst to optimize use of business applications with the creation of additional

business units; educate campus on proper tools to manage budgets, sponsored awards,

endowments, grants, and other funding sources.

$80,000

Base fund one and hire one new contracts specialist to address growth in contract review

requirements due to expanded university construction efforts, foreign travel, international

program activity, affiliation agreements and academic program expansion in the areas of

clinics, endowments, and grants.

$160,000

Hire risk analyst to address campus liability due to increased insurance requirements from

special events, study abroad, foreign travel and international program activities.

$55,000

Information Technology Services / Fiscal Resources & Quality Improvement / Auxiliary Organizations

Hire (2) Info Tech Consultant positions to expand the routing and electronic approval process on

online forms; expand services provided with current applications (e.g. Cashnet); support

additional workstations; imaging applications and website improvement/development.

$104,000

Fiscal Resources & Quality Improvement / Quality of Faculty & Staff / Auxiliary Organizations

Hire trainer to educate campus and auxiliary personnel on various financial management

processes$63,000

MULTIPLE STRATEGIC PRIORITIES




Student Success / Enrollment Planning and Management / Fiscal Resources & Quality Improvement / Academic and Information Technology Services

Hire data mart/data infrastructure professional to support mission critical student and

institutional research reports generated and used daily by the campus. (RDS -Reporting Data

Store)

$75,000

$2,203,725DIVISION OF ADMINISTRATION AND FINANCE RPP FUNDING REQUEST TOTAL

MULTIPLE STRATEGIC PRIORITIES (Cont'd)



Division: STUDENT SERVICESPRIORITY AND GOALS PROPOSED PROJECT AMOUNT

Division total prorata RPP share $ 671,925

I. Student Success 1. Counseling & Psychological Services

Stabilize and support Project OCEAN that addresses suicide prevention awareness and other mental health issues.

(1) SSP II AR Program Coordinator, 1.0 FTE $66,600

(1) ASC 1 Administrative Assistant, 0.5 FTE $18,000(6) Student Assistant Peer Educators $36,000

I. Student Success 2. Educational Opportunity ProgramStrengthen services and programs that target reduction of the achievement gap.

Summer Bridge operational costs; tutoring, peer advising

$93,000

III. Enrollment Planning 3. Outreach & School RelationsEnhance recruitment efforts to ensure that student population reflects regional diversity.

Focus on Community College Transfers. (1) SSP II, Outreach & Recruitment, 1.0 FTE

$47,300

II. Quality of Faculty and Staff 4. Disabled Student ServicesContinue essential staff hiring to address critical operational needs.

(1) SSP II Autism Support Services, 0.25 FTE $12,000

Student Assistants $12,000

II. Quality of Faculty and Staff 5. Women's Resource CenterContinue essential staff hiring to address critical operational needs.

(1) SSP II Program Coordinator, 1.0 FTE $47,200

I. Student Success 6. Student Life & DevelopmentEstablish a Foster Youth Program to improve academic success and support foster youth.

(1) SSP I B, Foster Youth, Homeless Students, 1.0 FTE $41,000

II. Quality of Faculty and Staff 7. Club Sports & RecreationContinue essential staff hiring to address critical operational needs.

Increase (2) staff position's time base by 0.25 FTE, request a reclass for ASC 1 to SSP I B

$20,500

I. Student Success 8. Dean of Students OfficeStrengthen services and programs that target reduction of the achievement gap.

Increase SSP IV time base, 0.75 to 1.0, Dean of Students' Student Success initiatives

$13,000

Develop a comprehensive parent and family program(1) SSP III, Parent Programming & CARES case management, 1.0 FTE

$50,000

OE&E $15,000

II. Quality of Faculty and Staff 9. Division Office

Continue essential staff hiring to address critical operational needs.

(1) Public Affairs Comm. Specialist II, 1.0 FTE, assist with web support and Division social media presence

$48,000

I. Student Success 10. Division OfficeStrengthen services and programs that target reduction of the achievement gap.

(1) SSP III Financial Literacy & Scholarship, 1.0 FTE $50,000

Budget restoration and reserve $102,325

STUDENT SERVICES RPP FUNDING REQUEST TOTAL $671,925

GENERAL OPERATING AND EQUIP RESTORATION & INFLATIONARY ADJUSTMENTS



Division: University Relations and DevelopmentPRIORITY AND GOALS PROPOSED PROJECT AMOUNT


EXTERNAL SUPPORT AND COMMUNITY RELATIONS"Complete a major comprehensive campaign"... Senior Director of Development $140,000

"Complete a major comprehensive campaign"...Annual and Special Giving

Administrative/Operations Analyst$45,000

"Complete a major comprehensive campaign"...Salary supplement to strategically

repurpose positions$70,000

…"build a social media presence"…"integrating it with overall marketing and brand strategy"…

Salary supplement to strategically repurpose vacant position

$20,000

"Complete a major comprehensive campaign"... Supplemental marketing expenses $29,812

$304,812University Relations and Development RPP FUNDING REQUEST TOTAL



Division: AthleticsPRIORITY AND GOALS PROPOSED PROJECT AMOUNT



Continue essential staff hiringHire additional full-time certified athletic trainer bringing the total to

4 FTE to support the activities of 360 student-athletes and 19 intercollegiate sports.

$45,000

Minimum wage increaseAccommodate the $1 per hour increase for minimum wage for

student and casual workers.$40,000

Meet HR classification standards Accommodate recent desk audit for staff who were reclassified. $20,000

Cover costs for equipment/suppliesReplace, upgrade, and repair equipment in the strength complex and

training room.$25,000

Cover costs for equipment/suppliesReplace white fencing used for a number of external events at the

Pyramid and outside venues.$15,000

Cover costs for equipment/suppliesReplace existing sound system in the Pyramid. Current one is the

original and 20 years old.$46,586

$191,586

GENERAL OPERATING AND EQUIP RESTORATION & INFLATIONARY ADJUSTMENTS

ATHLETICS RPP FUNDING REQUEST TOTAL



Division: PRESIDENT, OFFICE OFPRIORITY AND GOALS PROPOSED PROJECT AMOUNT


~INCREASE OPPORTUNITIES FOR FACULTY PROFESSIONAL DEVELOPMENT. ~ENHANCE TRAINING OPPORTUNITIES TO ENABLE GREATER PROFESSIONAL DEVELOPMENT AND CAREER GROWTH FOR STAFF MEMBERS.

STRENGTHEN FACULTY AND STAFF LEADERSHIP DEVELOPMENT OPPORTUNITIES THROUGH THE

IMPLEMENTATION OF TWO LEADERSHIP FELLOWS PROGRAM COHORTS

$25,000

EXPAND THE USE OF TECHNOLOGY-BASED INTRUCTION SUCH AS FLIPPED, HYBRID, AND ONLINE, TO ENHANCE THE LEARNING EXPERIENCE OF OUR STUDENTS, FACULTY, AND STAFF.

ENHANCE AND REFRESH HARDWARE AND SOFTWARE FOR THE LEADERSHIP FELLOWS PROGRAM AND OFFICE OF THE PRESIDENT

$12,342

STRENGTHEN SERVICES AND PROGRAMS THAT TARGET REDUCTION OF THE ACHIEVEMENT GAP.

ENHANCE SUPPORT FOR SYSTEM AND CAMPUS STUDENT SUCCESS INITIATIVES FOR

UNDERSERVED STUDENT POPULATIONS (HACU, AAPI, etc.)

$20,000

STUDENT SUCCESS/FACULTY AND STAFF/EXTERNAL SUPPORT AND COMMUNITY RELATIONS

PROVIDE PROGRAMS TO EXPLORE AND EXAMINE CRITICAL ISSUES IMPACTING HIGHER

EDUCATION (i.e., TOWNHALL MEETINGS, LECTURE SERIES)

$20,000

$77,342PRESIDENT, OFFICE OF -- RPP FUNDING REQUEST TOTAL

STUDENT SUCCESS

MULTIPLE STRATEGIC PRIORITIES

ACADEMIC & INFORMATION TECHNOLOGY SERVICES


APPENDIX

CSULB 2014-15

BUDGET PLANNING PARAMETERS

SUMMARY OF GOVERNOR’S 2014-15 BUDGET PROPOSAL Based on the 2014-15 Governor’s January Budget Proposal and the corresponding Chancellor’s Office budget allocation dated March 6, 2014, our preliminary estimate is that CSULB may have about $10.9 million in discretionary funds available. Initial Resource Planning Process (RPP) plans are based on an allocation of this amount to divisions on a pro-rata basis per the attached Preliminary Distribution Plan. RPP would like to know how each division plans to utilize their respective pro rata distribution. Each division’s proposed usage plan must be tied directly to specific Campus Strategic Priorities and Goals. A few important notes:

• With so many cuts in recent years there may be general operating and equipment restorations (or inflationary adjustments) that need to occur that may not be included explicitly in the campus goals. Such use of funding is appropriate but is expected to be nominal.

• There may be cross-divisional uses that should be presented, i.e., is there a campus goal that will only be attained if more than one division makes it a priority. This will require cross-divisional discussion and coordination.

• If you are adding state General Fund employees with these additional funds, you may assume the cost of employee benefits will be covered by the university-wide benefits budget.

INSTRUCTIONS:

1. Please use the attached form to submit plans for use of pro rata allocations that will further a specific campus goal. Please feel free to add as many sections/pages as necessary to capture your plans.

2. The form has three sections across the page. On the left, list the strategic priority and goal. In the middle section, list the proposed use of funds/project and how the strategic goal is met. In the right section, enter the dollar amount.

3. A section has been provided for general operating and equipment restorations (or inflationary adjustments).

4. There is also a separate section if your planned use of funds cuts across more than one of the nine strategic priorities simultaneously or if you have cross-divisional uses. Please write in the specific campus goal(s) that your planned use of funds will advance.

5. You are not required to submit these forms prior to your division hearing unless you so desire. If you do not submit in advance, please bring 20 hard copies of your completed forms for all RPP Task Force members.

Please recognize that this is based on a preliminary forecast of campus budget figures that may change with the Governor’s May Revise or before the final budget is enacted.

Budget Planning Parameters A1

Budget Planning Parameters A2

Projected Campus Discretionary Funds 10,918,900$

PRO RATA DISTRIBUTION TO DIVISIONS

2013-14 Pro RataBase Budget % Distribution

Academic Affairs 123,516,175$ 68.4% 7,469,511$ Admin and Finance 36,440,897$ 20.2% 2,203,725$ Student Services 11,110,987$ 6.2% 671,925$ University Relations & Devel 5,040,383$ 2.8% 304,812$ Athletics 3,168,068$ 1.8% 191,586$ President's Office 1,278,916$ 0.7% 77,342$

Totals 180,555,426$ 100.0% 10,918,900$

CALIFORNIA STATE UNIVERSITY, LONG BEACH2014-15 BUDGET PLANNING

BASED ON GOVERNOR'S JANUARY BUDGET PROPOSAL & BUDGET ALLOCATION LETTER B 2014-01

D R A F T

ENROLLMENT DATA

FTES

BY

CO

LLEG

ES A

ND

INST

RU

CTI

ON

AL

AR

EAS

% O

F%

OF

% O

FTO

TAL

SUMM

ERFA

LLSP

RING

TOTA

LTO

TAL

TOTA

LSU

MMER

FALL

SPRI

NGTO

TAL

TOTA

LTO

TAL

TOTA

L

4,945

195,2

07

4,9

75

5,1

09.88

18

%5,0

67

33

5,445

5,485

5,498

19%

5,716

19

%

2,165

52,1

26

2,1

29

2,1

33

8%

2,171

52,2

252,2

232,2

29

8%

2,317

8%

1,354

191,4

31

1,2

87

1,3

78

5%

1,283

191,2

991,2

051,2

71

4%

1,318

4%

1,969

02,0

00

1,9

49

1,9

75

7%

1,969

2,234

2,303

2,269

8%2,3

53

8%

3,002

03,0

23

2,7

92

2,9

08

10

%2,8

82

3,1

412,8

883,0

15

10

%3,1

25

10%

4,403

04,5

66

3,9

70

4,2

68

15

%4,2

94

4,4

913,8

684,1

80

15

%4,3

09

14%

10,52

4

0

11,06

7

9,6

92

10

,380

37%

10,30

1

10

,519

9,879

10,19

9

35

%10

,566

35%

143

0

170

11

5

143

1%

141

16

912

814

9

1%15

1

1%

28,50

3

43

29,59

0

26

,909

28,29

3

10

0%28

,107

5729

,524

27

,979

28

,809

100%

29,85

4

10

0%

26,87

5

27

,198

(1)

27,84

8

(2

)

Not

es:

*In

clud

es E

duca

tiona

l Opp

ortu

nitie

s P

rogr

am (E

OP

), A

cade

mic

Affa

irs (V

PA

A),

and

Ath

letic

s D

epar

tmen

t.

(1)

(2) C

ampu

s en

rollm

ent t

arge

ts in

clud

e re

side

nt a

nd n

on-r

esid

ent s

tude

nts

base

d on

the

Gov

erno

r's B

udge

t. C

ampu

s is

fund

ed fo

r gro

wth

in re

side

nt s

tude

nts

only

. Fo

r 201

4-15

, acc

ordi

ng to

the

mos

t rec

ent

info

rmat

ion

from

the

Cha

ncel

lor's

Offi

ce c

ampu

ses

will

be

allo

wed

to b

e as

muc

h as

five

per

cent

(5%

) ov

er ta

rget

. C

SU

LB's

pla

nnin

g ta

rget

is 2

7,84

8 re

side

nt F

TES

, whi

ch is

a s

light

incr

ease

of 6

50 o

ver

2013

-14.

15%

37% 0% 100%

Cam

pus

enro

llmen

t tar

gets

incl

ude

resi

dent

and

non

-res

iden

t stu

dent

s ba

sed

on th

e G

over

nor's

Bud

get.

Cam

pus

is fu

nded

for g

row

th in

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dent

stu

dent

s on

ly.

For 2

013-

14, a

ccor

ding

to th

e m

ost r

ecen

t in

form

atio

n fro

m th

e C

hanc

ello

r's O

ffice

cam

puse

s w

ill b

e al

low

ed to

be

as m

uch

as fi

ve p

erce

nt (5

%)

over

targ

et.

CS

ULB

's p

lann

ing

targ

et is

27,

198

resi

dent

FTE

S, w

hich

is a

slig

ht in

crea

se o

f 323

ove

r 20

12-1

3.

100%15%

37% 1%18% 8% 5% 7% 10%

11%

17% 8%

2012

-13

ACTU

AL

5%

PROJ

ECTE

D % O

F TO

TAL

ACTU

AL20

12-1

3

7%

2013

-14

Enrollment Data B1

Cam

pus R

esid

ent T

arge

t

Tot

al, C

olleg

es/In

stru

ctio

n

Eng

inee

ring

The

Arts

Nat

ural

Scien

ces &

Mat

h

Bus

ines

s Adm

inist

ratio

n

Lib

eral

Arts

Edu

catio

n / E

DSS

Resid

ent a

nd N

R ta

rget

Hea

lth &

Hum

an S

ervic

es

COLL

EGE/

DIVI

SION

Oth

er U

nive

rsity

Pro

gram

s*

PROJ

ECTE

D20

13-1

4PR

OJEC

TED % O

F TO

TAL

2014

-15

SCHEDULE OF MEETINGS

CALIFORNIA STATE UNIVERSITY, LONG BEACH 2014-15 RESOURCE PLANNING PROCESS

SCHEDULE OF MEETINGS

PREPARATION Thursday, February 20, 2014 9:00 AM – 12:00 PM BH 302 Friday, March 14, 2014 2:00 PM – 4:00 PM BH 302 Thursday, April 10, 2014 9:00 AM – 12:00 PM BH 302

DIVISION HEARINGS

Thursday, April 17, 2014 10:00 AM – 12:00 PM

University Relations and Development Athletics

Friday, April 18, 2014 2:00 PM – 4:00 PM

Student Services President’s Office

Thursday, April 24, 2014 9:00 AM – 12:00 PM

Administration and Finance Academic Affairs

REVIEW Friday, May 16, 2014 2:00 PM – 4:00 PM BH 302

Schedule of Meetings C1

GLOSSARY OF TERMS

California State University, Long Beach Resource Planning Process

Glossary of Terms

This glossary is provided to explain various terms and phrases specific to the CSU that are used in this Resource Planning Process document, and/or to provide references to websites where additional information or explanations may be found. The State of California’s glossary of budget terms is an additional reference (link below). However, some terms used therein may not be common jargon or applicable to the CSU. http://www.dof.ca.gov/HTML/BUD_DOCS/glossary.pdf Academic Year (AY) For semester campuses, an academic year includes the fall and spring semesters. The college year includes summer, fall, and spring semesters. Academic Year Full-Time Equivalent Students (AY-FTES) The number of academic year full time equivalent students (FTES) at a semester campus is calculated by adding the student credit hours for the fall and spring semesters and dividing by 24 for graduate students and by 30 for all other students. It is the average enrollment over two semesters based on a full time equivalency of 12 credit hours per semester for graduate students and 15 credit hours per semester for all other students. Base Budget Base budget is a term used to distinguish the fixed amount of general fund resources allocated to the campus as compared to other variable, or non-recurring resources, also referred to as non-base budget. The amount of each campus’ general fund base budget allocation is reestablished each year as authorized by the CSU Board of Trustees in the Final Budget memo. The CSU Budget Office issues this memo when the Governor signs the Final Budget. In addition, the campus is responsible for reestablishing a base budget for its variable revenues that are collected in the general fund, by setting a minimum amount that it expects to collect. The President establishes annual changes to the university’s base budget after review of recommendations from the Resource Planning Process Task Force. The resources available for operating divisions during the annual Resource Allocation process in the fall are comprised of the state general fund allocation and campus revenue, such as State University Tuition Fees, non-resident tuition, application fees, etc. Additional information may be found at: http://www.calstate.edu/Budget/ http://daf.csulb.edu/offices/univ_svcs/budget/docs/index.html Campus Physical Capacity Campus physical capacity (CPC) is defined as the academic year FTES (or college year FTES) that can be accommodated by the capacity space currently available on a campus. CPC may be equal to or less than the enrollment ceiling approved for a campus.

Glossary D1

http://www.dof.ca.gov/HTML/BUD_DOCS/glossary.pdf

http://www.calstate.edu/Budget/

http://daf.csulb.edu/offices/univ_svcs/budget/docs/index.html

Capacity of campus facilities is usually expressed in terms of student stations, annual FTE student capacity, or office space. Capacity is calculated using the appropriate utilization measures and space standards approved by the state. A campus cannot request capital outlay funding that will add physical space if the project will result in exceeding the campus’ physical capacity as published in its approved physical master plan. As of Fall, 2013, CSULB had a campus physical capacity of 25,369 (lecture and lab only) Academic Year FTES. Additional information may be found at: http://www.calstate.edu/CPDC/SUAM/Appendices/App_B-Restructure_Campus_Capacities.pdf http://www.calstate.edu/cpdc/Facilities_Planning/Space_Mgmt/Reports/Campus_Cap/2013/ http://www.calstate.edu/CPDC/suam/SUAM9045-9050.pdf See Campus Physical Master Plan Campus Physical Master Plan The campus master plan describes the physical facilities approved for planning, design and construction on land owned by the Trustees as part of a CSU campus. Once initially approved, the Trustees must approve all additions to the campus physical master plan. The campus physical master plan also includes the enrollment ceiling approved for the campus based upon the Environmental Impact Report (EIR) for the site. The Board of Trustees requires that every campus have a physical master plan, showing existing and anticipated facilities necessary to accommodate specified levels of enrollment, in accordance with approved education policies and objectives. Each campus master plan reflects the ultimate physical requirements of academic programs and auxiliary activities. A related element, adopted by the Board, separate from the physical master plan, is the campus enrollment ceiling that specifies the maximum FTE for each campus at build-out. The Campus Master Plan was approved to increase campus facilities capacity to 31,000 FTES when additional future funding becomes available. Additional information may be found at: http://www.calstate.edu/CPDC/suam/SUAM9007-9014.pdf http://daf.csulb.edu/offices/ppfm/master_plan/index.html http://daf.csulb.edu/offices/univ_svcs/institutionalresearch/ep_reports/index.html Campus Temporary Resources Year-end balances held in university-wide programs are made available as a university contingency reserve to address deterioration in the budget or other emergencies that may arise. Any unspent amount at the end of a fiscal year will carry forward to address the next year’s budget needs. These funds are of a one-time, non-recurring nature and are attributable to savings from a variety of programs including benefits, compensation, utilities and general reserves. Carryover Savings The university is allowed to retain its unspent general fund budget balance at the close of the fiscal year. We refer to these balances that roll forward to the next fiscal year as carryover savings. Also referred to as division or university-wide reserves, carryover savings are published in the Internal Budget Document and are labeled as Division Carryover Savings.

Glossary D2

http://www.calstate.edu/CPDC/SUAM/Appendices/App_B-Restructure_Campus_Capacities.pdf

http://www.calstate.edu/cpdc/Facilities_Planning/Space_Mgmt/Reports/Campus_Cap/2013/

http://www.calstate.edu/CPDC/suam/SUAM9045-9050.pdf

http://www.calstate.edu/CPDC/suam/SUAM9007-9014.pdf

http://daf.csulb.edu/offices/ppfm/master_plan/index.html

http://daf.csulb.edu/offices/univ_svcs/institutionalresearch/ep_reports/index.html

Due to the Revenue Management Program (see RMP), the Chancellor’s Office has established a maximum threshold amount that a campus can roll forward to the next fiscal year. If a campus exceeds this threshold, a usage plan must be developed and submitted to the Chancellor’s Office. Additional information can be found at: http://daf.csulb.edu/offices/univ_svcs/budget/docs/ http://www.calstate.edu/BF/rmp/ Common Financial System (CFS) In an effort to increase administrative efficiency systemwide, the CSU has created a Common Financial System (CFS), which is available to all campuses and auxiliary organizations. Incorporating campus financial systems into a single database reduces incompatibilities between campuses and minimizes the time and effort spent maintaining disparate systems. Common Management System (CMS) The mission of the Common Management Systems (CMS) is to provide efficient, effective and high quality service to the students, faculty and staff of the 23-campus California State University System (CSU) and the Office of the Chancellor. Utilizing a best practices approach, CMS supports human resources, financials and student services administration functions with a common suite of Oracle Enterprise applications in a shared data center, with a supported data warehouse infrastructure. Additional information can be found at: http://www.csulb.edu/divisions/af/cms/ http://cms.calstate.edu/ Compensation To recognize the salary increase commitments of the CSU collective bargaining agreements and CSU’s Management Personnel Plan, the Resources and Requirements plan projects the amount of incremental cost of negotiated salary increases that go into effect during a given fiscal year. Division Reserves Same as Carryover Savings Enrollment Target The enrollment target is the total number of full-time equivalent students that a campus receives base budget funding for during a college year. The Board of Trustees will establish enrollment targets during the budget process with the intent to publicize campus enrollment targets ten months prior to the beginning of the academic year.

Glossary D3

http://daf.csulb.edu/offices/univ_svcs/budget/docs/

http://www.calstate.edu/BF/rmp/

http://www.csulb.edu/divisions/af/cms/

http://cms.calstate.edu/

2013/14 FTES Target 2014/15 FTES Target

Bakersfield 7,192 7,360 Channel Islands 3,381 5,023 Chico 14,898 15,147 Dominguez Hills 9,710 10,010 East Bay 12,557 12,805 Fresno 18,179 18,604 Fullerton 28,014 28,824 Humboldt 7,350 7,453 Long Beach 28,223 28,916 Los Angeles 17,018 17,447 Maritime Academy 1,135 1,336 Monterey Bay 4,703 5,108 Northridge 27,228 27,907 Pomona 17,885 18,335 Sacramento 22,229 22,416 San Bernardino 14,720 15,449 San Diego 27,988 28,473 San Francisco 24,620 24,886 San Jose 22,540 23,143 San Luis Obispo 17,489 18,075 San Marcos 7,873 8,559 Sonoma 7,601 7,887 Stanislaus 7,009 7,157 349,542 360,320 Information about the CSU enrollment management policy can be found at: http://www.calstate.edu/acadres/docs/CSU_Enroll_Mngment_Policy_Practices.pdf EO-1000 Ensure that costs incurred by the CSU Operating Fund for services, products, and facilities provided to other CSU funds and to Auxiliary Organizations are properly and consistently recovered with cash and/or a documented exchange of value. Allowable direct costs incurred by the CSU Operating Fund shall be allocated and recovered based on actual costs incurred. Allowable and allocable indirect costs shall be allocated and recovered according to a cost allocation plan that utilizes a documented and consistent methodology including identification of indirect costs and a basis for allocation. Final Budget Final Budget refers to the final enacted state budget and CSU allocations. Differentiated from the preliminary budget that is developed after the Governor’s Budget and May Revision and the Legislative Budget Recommendations received by the Governor in June. See Governor’s Budget

Glossary D4

http://www.calstate.edu/acadres/docs/CSU_Enroll_Mngment_Policy_Practices.pdf

General Fund The General Fund has existed since the beginning of the state as a political entity. It is the government's major source of funds used for most of its activities. Under this fund, various special accounts are created and reserved for particular activities. Chapter 942/77 provides for the treatment of these accounts as other governmental funds for Accounting and Budgeting purposes effective July 1, 1978.

Usage of this fund varies in accordance with legislative authorizations and governing statutes. Except for various constitutional and statutory authorizations without further legislative action, the General Fund is appropriated on a yearly basis. Income to the fund varies in accordance with the governing statutes. A detailed listing is contained in the Governor's Budget and the Controller's Annual Report. Additional information may be found at: http://www.dof.ca.gov/fisa/bag/DofGlossFrm.HTM General Fund Allocation The amount of each campus’ State General Fund Budget allocation is established each year as authorized by the CSU Board of Trustees in the Final Budget Memo. The CSU Budget Office issues this memo when the Governor signs the Final Budget. See also Base Budget Governor’s Budget (January) The State Constitution requires that the Governor submit a budget to the Legislature by January 10. It provides for a balanced budget in that, if the proposed expenditures for the budget year exceed estimated revenues, the Governor is required to recommend the sources for the additional funding. The budget process for California defies a simple concise definition. It is a process rather than a product. It is not the development of the Governor's Budget, the Legislature's enactment of a budget, or the executive branch's administration of the budget. Rather, it is the combination of all of these phases with all the ramifications and influences of political interactions, relationships with federal and local governments, public input, natural events, legal issues, the economy, initiatives and legislation, etc. Although the size and complexity of California and the dynamics of the process make it difficult to establish and maintain an orderly process, these very reasons necessitate an orderly formalized process. By constitutional requirement, the Governor's Budget must be accompanied by a Budget Bill itemizing recommended expenditures that shall be introduced in each house of the Legislature. The Constitution also requires that the Legislature pass the bill by June 15. It is not uncommon for the Legislature to miss this deadline. The following web references summarize the major steps and procedures of California's budget process: http://www.dof.ca.gov/budget/ http://www.dof.ca.gov/HTML/BUD_DOCS/budenact.pdf Health Benefits To recognize the costs required to cover health benefit costs for employees who are compensated from general fund accounts, the Resources and Requirements plan projects the incremental amount of funding necessary to cover the cost of employer-paid benefits that will go

Glossary D5

http://www.dof.ca.gov/fisa/bag/DofGlossFrm.HTM

http://www.dof.ca.gov/budget/

http://www.dof.ca.gov/HTML/BUD_DOCS/budenact.pdf

into effect in a given fiscal year. Health care benefit rate increases are determined by the number of CSU employee participants and the difference between the old and new employer-paid contribution rates. Mandatory Costs A typical cost of doing business that is unavoidable is referred to as mandatory. These costs normally include negotiated compensation increases, benefit costs, energy and utility cost increases, insurance premiums, worker’s compensation, contributions to the CSU risk pool, and maintenance costs of new building space. May Revision The May Revision is an annual update to the Governor’s Budget containing a revised estimate of General Fund revenues for the current and ensuing fiscal years, any proposals to adjust expenditures to reflect updated revenue estimates, and all proposed adjustments to Proposition 98, presented by the Department of Finance to the Legislature by May 14 of each year. 2014-2015 May Revision of Governor’s Budget related to Higher Education is contained in the attached: http://www.ebudget.ca.gov/2014-15/pdf/Revised/BudgetSummary/HigherEducation.pdf Non-base Budget Allocations Non-base budget is a term to distinguish one-time temporary resources which are not added to base budgets. Carryover savings are a type of non-base budget allocation. Non-resident Tuition (NRT) The additional fee assessed to students who do not meet the State of California residency requirement. Students need to meet particular requirements to pay in-state tuition (SUF), which is significantly lower than out-of-state tuition (NRT). The requirements are listed in the link below. If students are without lawful immigration status, they must also file an affidavit with a CSU campus stating that they have filed an application with the INS to legalize their immigration status or that they will do so as soon as they are eligible. The attached link identifies current residency requirements: Visit the campus website at: http://www.csulb.edu/depts/enrollment/admissions/residency.html http://www.csulb.edu/depts/enrollment/registration/fees_basics.html One-Time, Temporary Resources See Non-base Budget Allocations PERS Retirement Rate CalPERS uses contributions from the employer, the employee, and income from investments to pay for employee retirement benefits. Employee and employer contributions are a percentage of applicable employee compensation. The employer contribution is set annually by CalPERS based on annual actuarial valuations. The employee contribution varies by bargaining unit contract. Revenue Management Program (RMP) The Governor’s Budget enacted RMP in 2006-2007. The CSU has re-engineered substantial financial and reporting changes for cash flows and modified the accounting procedures for all campuses. The new RMP initiative has reduced our dependency on the State of California for

Glossary D6

http://www.ebudget.ca.gov/2014-15/pdf/Revised/BudgetSummary/HigherEducation.pdf

http://www.csulb.edu/depts/enrollment/admissions/residency.html

http://www.csulb.edu/depts/enrollment/registration/fees_basics.html

fiscal tasks, increased working efficiencies and reduced delays to the year-end closing process. The CSU has new responsibilities to monitor and manage the cash flows and any potential earnings that may arise from fee collections to support campus operations. Ongoing changes as a result of new directives and best methods approach along with campus standardization of activities will continue to be issued to enhance financial operations. Additional information may be found at: http://www.calstate.edu/BF/rmp/rmp_home.shtml State University Tuition Fee State University Tuition Fee is the amount a resident student pays to attend the California State University. The tuition fee for a full time student is shown below. Tuition Fees for Academic Year 2012-13 were rolled back to Academic Year 2011-12 rates due to the passage of Proposition 30 in November, 2012.

Academic

Year

Under-

graduate

Graduate Teacher

Credential

Graduate 2014-15 $5,472 $6,348 $6,738 2013-14 $5,472 $6,348 $6,738 2012-13 $5,472 $6,348 $6,738 2011-12 $5,472 $6,348 $6,738 2010-11 $4,440 $5,154 $5,472 2009-10 $4,026 $4,674 $4,962

In addition, all students pay campus fees that vary campus-by-campus and average $1,140 system-wide (see link below). http://www.calstate.edu/budget/fybudget/2013-2014/documentation/14-mandatory-fees-table.shtml At CSULB, the mandatory student fees total $980 for academic year 2014-15. Note that certain courses may charge other special fees that are not included in this amount. Non-resident students pay the State University Tuition Fee, non-resident fee and campus fees. The following chronology gives the full-time (and part-time) undergraduate resident CSU SUF fee (including the total when campus fees are included). Academic Year Full-time (part-time) Average Total Fees

Systemwide Tuition Fees 2014-15 $5,472 ($3,174) $6,612 2013-14 $5,472 ($3,174) $6,612 2012-13 $5,472 ($3,174) $6,612 2011-12 $5,472 ($3,174) $6,519 2010-11 $4,335 ($2,514) $5,285 2009-10 $4,026 ($2,334) $4,893

Glossary D7

http://www.calstate.edu/BF/rmp/rmp_home.shtml

http://www.calstate.edu/budget/fybudget/2013-2014/documentation/14-mandatory-fees-table.shtml

http://www.calstate.edu/budget/fybudget/2013-2014/documentation/14-mandatory-fees-table.shtml

Tuition Fee Discounts (also known as State University Grants (SUG)) The Tuition Fee Discount Program was established by the State of California under the Budget Act of 1982, Chapter 326. Its creation was consistent with legislative intent and recommendations contained in the Report of the Chancellor's Task Force on a New Student Fee and Financial Aid Program (December, 1981). The Tuition Fee Discount program is budgeted in the General Fund. The amount of Tuition Fee Discount funds is increased annually by one-third of the marginal cost revenue estimated for enrollment growth, or one-third of the revenue attributable to a Tuition Fee rate change. Campuses receive an allocation based on enrollment targets and student need. Additional information may be found at: http://www.csulb.edu/depts/enrollment/financial_aid/ http://www.calstate.edu/AR/fa_programs.shtml University Wide Budgets Resources that are held centrally to cover mandatory costs that benefit the entire campus and/or campus reserves are referred to as “University Wide.” These funds are administered by various division managers who have fiduciary responsibility and accountability for the budget. Any unspent balances at year-end are returned and made available to the entire campus.

Glossary D8

http://www.csulb.edu/depts/enrollment/financial_aid/

http://www.calstate.edu/AR/fa_programs.shtml

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