General Meeting Information
Date: May 29,
Time: 1:30 - 3 p.m.
Location: ADM 109
Time Topic Purpose Discussion Leader Outcome 1:30-1:45 p.m. Approval of Notes from February 27, 2018 A
Approval 1:45 - 2 p.m. College Planning Committee Updates - Vision Statement I/D/A
Governance group update & feedback 2 - 2:20 p.m.
I Cheu Information Sharing 2:20-2:55 p.m. Additional Budget Reduction Targets ($7.6M districtwide) I
Update on increased budget reduction target 2:55 - 3 p.m. Quick News
All information Sharing
A = Action
D = Discussion
I = Information
Approve the Notes from February 27, 2018
The notes from February 27, 2018 were approved
College Planning Committee Updates - Vision Statement
Newell presented the College Planning Committee Updates. In Spring 2018 the College’s tasks are to review key external and internal trends; review the mission statement; develop a vision statement and conduct collegewide dialogue and activates around the mission, vision and strategic initiatives. Newell reviewed the Strategic Initiatives which include outreach, student success and retention, equity and civic engagement.
There are mandated plan themes (increase completions if historically underserved students; increase overall student completions; increase student supports; provide clear pathways and reduce basic s course sequences) and mandated plan (basic skills; strong workforce; SSSP/equity/BSI integrated plan and guided pathways).
State of the Valley 2018 analysis (https://jointventure.org/events/state-of-the-valley) shows a that birth rates peaked 18 years ago and since then has consistently been decreasing. 10% of high school students do not complete school. 54% are not eligible for UC or CSU. Only 3% unemployment rate in the Valley. 50% of the jobs (increase of 23%) are in community infrastructure and services (healthcare/social services/retail/food/education/construction/transportation/banking) jobs that pay approx. $54k per year. 32% of the workforce earn approx. $27K per year. 30% of families do not earn enough money to meet basic needs without assistance. 17% (43 minutes) increase in commute times. Public transportation use decreased by 15%. Area housing prices increased in 2017 by 7% and the median cost is now $968k, which is the highest in the nation.
This means continued decline in college-aged students; commute times increasing; inflation out pacing wages; most jobs in the innovation & information products and services areas.
Average worker changes jobs 10 times before 40 years of age and this is expected to increase. Employers are looking for soft skills such as:
Communication; teamwork; adaptability; problem solving; critical observation; leadership and conflict resolution.
Newell conducted a poll which asked “What is the first thing that comes to mind when thinking about “De Anza College?”. The group gave various submissions which will be incorporated into the other poll results. Results will be presented by the institutional research department in due course.
A vision statement looks forward and creates an image of the ideal state that the College wishes to achieve. A mission statement is a concise explanation of the College’s reason for existence. It describes the College’s purpose and its overall intention.
With this information in mind, the College Planning Committee drafted the following vision statement for review.
“Empower all students to attain their educational goal, develop an equity-based mindset, and become civic leaders in their community.”
Send feedback to Mallory Newell. Once the governance groups have reviewed the document it will be finalized in Fall 2018.
Cheu presented the highlights of the proposed state budget which is due to the governor on 6/15/18 and the FHDA & DA 3rd quarter highlights. Please click on the link for the presentation. The Full 3rd quarter report is at this link. In addition to the information in the presentation Cheu also shared that: FHDA is in 'stability' so will be able to use prior funding numbers for FY 18/19 instead of using the new funding formula; College Promise (BOG) is no longer capped by age; deferred maintenance/instructional equipment is split 60/40 DA/FH. Assumptions on the budget are based on flat enrollment; DA 3rd quarter report figures are generally as expected for this time of year.
State budget update – Funding Formula
The most recent news is that there is still no final answer on the new funding formula. It has been though a few iterations the first being: 50% FTES 25% need based (Pell/BOG etc.) 25% achievement. Under this formula the district stood to lose $14M.
It would require a system change to try to capture the achievement portion of the new funding formula. Currently there are students who earn certificates but do not apply for them as they either do not know they have met the criteria or they are focused on a higher goal. A further area of concern is related to Financial Aid allocations for students applying for certificates. More investigation is needed in this area.
Under the needs-based portion of the new funding formula we are at a disadvantage as the cost of living in this area is very high which means that a lot of students earn over the maximum allowable for financial aid. This in turn impacts our district as we would not be able to count these students for the needs-based funding model. As the district is state funded (apportionment) not property tax funded (basic aid) this funding formula will impact us greatly. However, it is not so for basic aid colleges as they are funded by property taxes. We would have to become smaller as a district in order to be able to be property tax (basic aid) funded.
There is a lot of politics at play but the prevailing thought is that the current State 100% FTES funding model is outdated and has to change.
The final proposal to Governor has to be submitted by June 15th which does not allow us time to plan.
The all online college has a lot of support. Guided pathways initiative is firm.
Recommendation to make sure that planning is happening at the district level to ensure that we look at the district holistically rather than two separate colleges.
Consider being more focused to ensure we still provide excellent education.
Cost of living is very high and that is reflected in hiring challenges.
Additional Budget Reduction Targets ($7.6M districtwide)
Final reduction plans are due to the district in mid Fall 2018.
Additional $7.6 million in districtwide budget reductions approved by the Board of Trustees in May 2018. De Anza’s share is 50% or $3.8 million. Allocation at campus level is still being determined, but it appears our PBT’s portion will again be 9% or an additional $342,000.
As a reminder, the College’s share of the districtwide $17.6M deficit (Original $10M plus the additional $7.6M) is 50% or $8.8M. The Administrative Services portion of the cuts is: Tier 1 & 2 (implementation July 2018) $225k. Tier 3 and additional cuts (implementation July 2019) is now $567k for a total of $792k.
The district has stated that the dollar savings to be implemented by July 2018 must agree with figures from the FY2017/18 position control report. The cuts to be implemented by July 2019 must be based on figures from the FY2018/19 position control report.
Documents and Links
- College Planning Committee Updates - Vision Statement
- FY18/19 State Budget Update
- Third Quarter Report-District
- Third Quarter Report- De Anza Campus