The Budget and the New Student Centered Funding Formula (SCFF)

This is the repository of all documents related to how Ohlone College is addressing the cuts in its budget starting Fiscal Year (FY) 2021-2022.

Plan to Address the SCFF

May 17, 2019

Ohlone Family,

I want to thank all of you who have been participating in the Funding Formula Workgroup and the others who have contributed ideas to address the impact of the new funding formula on Ohlone.  The formula presents a moving target, and we hear about changes and proposed changes continuously.  Still, we need a plan based on the information we have and our best estimates of enrollment and performance on the ever-changing metrics.  With your help, the vice presidents and I have been working diligently to prepare this plan, which includes projections for enrollment, success and supplemental metrics, targets for budget reductions, and estimates of future non-apportionment revenue.  Over the next few years, we will implement the plan we have developed.  As our efforts start to take effect, we will check in regularly to see how accurate these estimates are turning out to be.  We will have the opportunity to make adjustments and incorporate new ideas at those junctures.

The plan includes improvements in our performance on metrics—increased enrollment; more degrees, certificates, and transfer; and assisting low-income students to come to Ohlone.   We will apply the restricted monies we receive for Guided Pathways, Student Equity and Achievement, Strong Workforce, etc., coupled with a small amount of General Fund money and marketing budget to improve on the metrics.  With your participation, we will also take advantage of the Educational Master Plan process and the upcoming Strategic Plan process to determine new directions for programs and services.

The plan also requires some belt-tightening in the form of pairing down our operating budget and reducing the number of employees through attrition.  This will mean we continue to ask each budget manager to find ways to reduce operating costs.  I am happy to report that this effort has save the college $1 million in operating expenses this year and the savings are anticipated to increase for next year.  In order to allow for the full picture of the funding formula to develop, we put most hiring on hold except where there was a mandated position or a position that is critical for us to maintain an income stream.  We will examine each vacancy strategically to determine if the work can be done differently, if the work can be shared, or whether we can do without the position altogether, but always keeping students first.  For full-time faculty hiring, we will also consider the FON and the 50% law, and we will follow our Faculty Position Planning process in determining which disciplines to hire.  

The final effort in the plan is to advocate for changes to the formula that will benefit Ohlone.  We have already begun by meeting with legislators, the CCLC leadership charged with CCC advocacy, and some of the CEOs from Bay Area colleges similarly affected by the formula.  We are working on a cohesive plan for next year.

I realize that the predicted impact of the funding formula on Ohlone’s finances is concerning.  I want to reassure you that we are doing everything possible to ensure that Ohlone continues to serve students with high-quality programs and services and that we avoid drastic solutions like laying off our employees.  Our plan is well considered and thorough, and I am confident that it will help us grow and thrive in the future.  In the meantime, I urge you to stay informed and get involved.

We are Ohlone and I know that together we will weather this storm and continue to put our students at the center of all we do.  We stand together in making sure that we continue to focus on our mission and vision.


Gari Browning, Ph.D.
President/Superintendent

Download the Budget Plan.

Background

The new Student Centered Funding Formula (California Education Code Section 84750.4) changed the way the state funds or allocates resources for community colleges. Starting in FY 2021-2022, Ohlone College will receive state allocation based on three allocation categories. 

Allocation Model for CCC starting FY 2020-2021(without hold harmless)
CATEGORY RATE

Base Allocation

  • Credit FTES
  • Special Admit FTES (Dual Enrollment)
  • Non-Credit FTES (Career Development and College Preparatory programs)
  • Non-Credit FTES
 60%

Supplemental Allocation

  • Number of students who receives Pell Grant
  • Number of students who receives the California Promise Grant
  • Number of AB 540 students
 20%

Student Success Allocation (All Students, Pell Students, Promise Students)

  • Number of Associate Degrees Awarded 
  • Number of Associate Degrees for Transfer Awarded
  • Number of Bachelor's Degrees Awarded
  • Number of Credit Certificates Awarded
  • Number of Graduates who Transferred to. 4-yr Institution
  • Number of Students who completed 9+ CTE units
  • Number of Students who completed transfer-level Math and English within the year
  • Number of Graduates who achieved a regional living wage
 20%

 

The California Community Colleges Chancellor's Office (CCCCO) released a simulation of how the new funding works. Ohlone College is in "hold harmless" for FYs 2018-2019, 2019-2020, and 2020-2021. "Hold Harmless" means that the College will continue to receive state funds based on 2017-2018 funding plus the annual cost of living adjustments (COLAs) because the apportionment calculated using the new SCFF resulted to a lower allocation compared to FY 2017-2018. Permanent cuts in the budget will occur in FY 2021-2022.

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A Three-Pronged Approach/Methodology

To develop strategies in addressing the effects of declining enrollment and the new SCFF, a three-pronged approach is used as the model.

  1. Increase Revenue and Reduce Expenses. This approach is about exploring what the College can do to increase both apportionment and non-apportionment revenue to support the College's on-going expenses, and identify opportunities to cut on expenses realizing that the College is smaller compared to its size about 10 years ago.
  2. Improve Metrics. Determine strategies on how to improve the supplemental and student success metrics.
  3. Advocacy. Engage with legislators and the CCCCO in enhancing the SCFF to minimize the negative effects to the College.

Ohlone College assembled a collaborative team composed of faculty, staff, and administrators to address the effects of declining enrollment and the SCFF. The workgroup, called New Funding Formula Workgroup, met three times. The workgroup focused on one task in each of the three meetings.

Workgroup Meeting 1 - October 9, 2018

  • Share data on the Ohlone’s enrollment.
  • Share and discuss the new SCFF. 

Workgroup Meeting 2 - November 7, 2018

  • Recap of the New Funding Formula Workgroup #1.
  • Share the Three-Pronged Approach to SCFF.
  • Share what are we doing so far in Academic Affairs and Student Services to help with the SCFF.
  • Discuss other ideas to grow enrollment.

Workgroup Meeting 3 - February 27, 2019

  • Recap of what we did and where we are going.
  • Present Ohlone's Multi-Year Budget Projection from 2018-2019 to 2021-2022.
  • Discussion and Brainstorming.

Workgroup Meeting 4 - April 15, 2019

  • Information on the budget, growth targets, and proposed cost reduction strategies
  • Outreach and Marketing Efforts

A communication strategy to inform the college community is provided in the timeline section. 

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Budget Reduction Principles

Introduction

Recent declines in enrollment together with changes in the way we are funded by the state will necessitate that we make changes in the way we operate. In order to ensure the long-term fiscal stability of the College we must realign our functions to position the college for growth while recognizing that we are a smaller college than 10 years ago.  We will continue to pursue changes that enhance the student experience – leading to increased access, retention, and success - through existing efforts such as Guided Pathways, Guided Placement, Student Equity and Achievement Program, and Strong Workforce, and as well as lobbying for changes at the state level.       

The assumptions are:

  • We are a smaller college. Our FTES has steadily declined since 2007-2008 by approximately 20%.
  • We are “held harmless” for the next two fiscal years. We are currently receiving and operating on one-time funds that will be discontinued effective June 30, 2021. 
    •  We are unable to make long-term on-going commitments on one-time money.
  • Our students’ needs and demographics have changed – ethnicity, age group, instructional delivery. 
  • Reductions must address our long term fiscal health.

 Philosophy/Principles 

The following are draft principles that we will use to guide the way in which we make reductions:

  • Operate as a smaller and efficient college. Ohlone’s operations must reflect the number of students served while being cognizant of Ohlone’s long-term fiscal stability. 
  • Ensure that our programs, services, resources, and infrastructure align with the needs of students in our community and fit with Ohlone’s mission and the Strategic and Education Master Plans.
  • Budget decisions will be transparent.
  • Reductions and cost cutting are shared across employee groups (in compliance with the 50% law) and all areas of the College.
  • Decisions will be informed by data.

Values 

  • Human Resources - leverage our employees’ skills and abilities.
  • Technology - apply universal-design technology solutions that would enhance efficiency with the students first in mind. 
  • Flexibility - investments in some areas may be needed while we reduce in others; focus on realignment of what we do.

From the 2015-2020 Strategic Plan:

  • Excellence – we empower students and employees to achieve at their fullest potential, encouraging all to engage in ongoing learning through high quality education and continuous institutional improvement.
  • Inclusiveness – we actively reach out to and support students and employees from various backgrounds, socio-economic groups, ages, and abilities to explore their interests in order to define and fulfill their goals. We strive for a diverse workforce that honors and upholds the contributions of all.
  • Innovation – we strive to be risk-takers in order to generate new ideas in college planning and the curriculum that inspire students, faculty, and staff to optimize student learning. We endeavor to meet the entrepreneurial and technological needs of the college community to serve and support students.
  • Integrity – we practice transparent communication, emphasizing respect, trust, and honesty among students, employees, and the communities we serve in a climate where everyone feels heard and engaged.
  • Stewardship – we engage in shared governance to provide an exemplary model of stewardship for human, financial, physical, technological, and environmental resources to maximize institutional effectiveness and efficiency.
  • Success – we provide the necessary tools and support to assist students and employees in defining goals, and measuring their success by the attainment of those goals.

Download the Budget Reduction Principles document. 

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Communications and Timeline

Timeline of Activities and Communication Strategies
Group Date(s) Purpose
Governor’s Budget for 19-20 Approved 06/24/2018 1. District was informed of the new Student Centered Funding Formula (SCFF) taking effect in 2018-2019.
New Funding Formula Workgroup #1 10/09/2018

1. Share data on the Ohlone’s enrollment.
2. Share and discuss the new SCFF. 
New Funding Formula Workgroup #2 11/07/2018

1. Recap of the New Funding Formula Workgroup #1.
2. Share the Three-Pronged Approach to SCFF.
3. Share what are we doing so far in Academic Affairs and Student Services to help with the SCFF.
4. Discuss other ideas to grow enrollment.

FF Meeting 2 - Growth Ideas
Budget Committee 02/05/2019 1. Share the Governor’s proposed budget for 2019-2020
2. Discuss and solicit feedback on Ohlone’s Multi-Year Budget Projection (MYP)
College Council 02/11/2019 1. Discuss and solicit feedback on Ohlone’s Multi-Year Budget Projection (MYP)
Board Meeting 02/13/2019 1. Share the Governor’s proposed budget for 2019-2020
2. Discuss and solicit feedback on Ohlone’s Multi-Year Budget Projection (MYP)
New Funding Formula Workgroup #3 02/27/2019

1. Recap of what we did and where we are going.
2. Present Ohlone's Multi-Year Budget Projection from 2018-2019 to 2021-2022.
3. Discussion and Brainstorming.

FF Meeting 3 - Cost Reduction Ideas
College Leaders 03/05/2019 Conversation on strategies and the new funding formula.
Faculty Senate 03/06/2019

1. Share information on the new Student Centered Funding Formula.
2. Discuss and solicit feedback on Ohlone’s Multi-Year Budget Projection (MYP) (Presentation Slides)
Funding Formula Forum

03/11/2019

03/12/2019

Inform the college community on: (Presentation Slides) 

  • What is the formula
  • How the SCFF affects Ohlone College
  • How we are gathering ideas
  • What we are doing to mitigate impact
  • What we are doing to keep you informed and involved
  • Answer any questions you may have
DDAS Meeting 03/14/2019 Information about the budget principles, the strategies and feedback (Presentation slides)
College Leaders 03/14/2019 Information about the budget principles, the strategies and feedback. (Presentation slides)
Faculty Senate Meeting 03/20/2019 Information about the budget, the strategies and feedback. (Presentation slides)
Budget Committee 04/02/2019 Information about the budget, discussion of budget assumptions, and feedback. (Budget Update slides)
College Council 04/08/2019 Information about the budget, discussion of budget assumptions, and feedback. (Budget Update slides)
ASOC Meeting 04/12/2019 Overview of the New Funding Formula.
New Funding Formula Workgroup #4 04/15/2019

Information about the multi-year budget projection, growth targets, reduction strategies, outreach/marketing efforts, and feedback. (Budget slides) (Outreach slides)
Budget Committee 05/07/2019 Information about the Budget Plan. (Budget Plan slides) (Recording, forward to 39:25)

 

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Suggestions and Comments Received

The suggestions received on how to grow our enrollment, generate other revenue streams, cost reduction, and comments are listed below. This list will be updated whenever an idea is received. The comment column reflects the viability of the suggestion per our assessment.

Date

Suggestion Type

Comment or Suggestion

Suggestion From

Feedback

03/06/19

Other: Offer to Help!

Hello!

I would love to help in any way that I can with advocacy to engage with legislators and the CCCCO in enhancing the SCFF to minimize the negative effects to the College--so if there's a way that the college in moving forward with this, I would love to help! =)

Have a nice day!

Full Time Faculty

This is a great idea. The Board of Trustees are engaged with our state legislators in discussing the effects of the new SCFF to Ohlone. Faculty can do the same by engaging with the state Academic Senate. It is also possible to do a letter writing campaign addressed to our state legislators to help focus their attention to the SCFF.

03/12/19

Other: Test Proctoring Center

During my time in SAS we have been contacted several times by people wanting to take proctored exams on our campus, but for courses taken at other institutions. This is not a service that SAS can provide. However, it may be something for Ohlone to look into as a for-fee service. If we advertise ourselves as a hub for people who need proctored exams for classes at other schools, we may be able to drum enough business to make it profitable. It may give us another use for the space and/or personnel in the placement testing center.

Administrator/ DDAS

This has been done in the past and the expenditures were greater than the revenue brought in.

03/21/19

Suggestions

Ran across this at the New Haven District Web Site. Perhaps this is something we could look into? Every little bit helps.

https://www.mynhusd.org/apps/pages/index.jsp?uREC_ID=411159&type=d&pREC_...

Classified Staff

This is a great idea. We will be exploring this suggestion.

03/21/19

Suggestions

While programs like the Interpreter Prep program were once well regarded, the fact is that there are some programs that may need to be cut in order to maintain the overall financial health of the college. A few years ago the college leadership wanted the IPP (Interpreter Prep Program) to start taking 20 students per cohort. That number was reduced to 15. The fact is that the IPP does not typically get 15 applicants, and in many recent years has not had as many as 10 0r 12 qualified applicants. The cohort recruited fall 2017 was so small that none of them were screened out for lack of skill because of the mandate to accept at least 12 students. The lack of screening mean that three of the students washed out due to poor grades before the end of their first semester. The class recruited in the fall of 2016 faced similar issues.

The fact is that many local colleges have cut their ASL programs to just levels one and two (two semesters), while an IPP student should have a minimum of five semesters of ASL prior to applying to the IPP. This has impacted the number of qualified students in the area. Also, starting in 2012 the Registry of Interpreters for the Deaf mandated that all interpreters wishing to take the certification exam must have a BA. This means the attraction of an AA interpreting program has diminished. Within the teaching community there is a debate as to whether interpreting should be taught in two-year institutions.

Cutting the IPP may cause some short term pain. But it is a program that likely loses money. The faculty member coordinating the program is a long term sub, so cutting the position would not be difficult. For the good of the college overall, IPP should be examined to see if it is pulling its weight.

Choose not to answer

We are looking at the viability of all programs using program review, environmental scan, and the educational master plan.

04/05/19

Suggestions

While it seems the frontal property has gotten a lot of push-back, a spin on the idea is frontal property built for (1) faculty and (2) subsidized student housing...

I was just reading another article on the "Safe Lot Legislation". Why not consider instead of the parking lot as a place for the homeless, but actual subsidized housing from the state, specific to these that are homeless. This would not increase the traffic situation as much since both students and faculty are on campus.

Not sure of the revenue matching the $1M, but with a subsidy and faculty paying rent, this could possible generate something...

Full Time Faculty

The purpose of the Frontage Property project is to generate non-apportionment revenue for the District to help augment our finances. This idea may not generate the revenue we would realize plus we will be giving up the use of the land for 99 years.

04/08/19

Suggestions

Might be a good idea to try thinking outside the box when it comes to innovative funding sources

1) Sell Newark....and put the investment back into Fremont. No hassle for students getting to and from campuses.? No expensive shuttle needed..... If we need to expand in the future then build up our online programs.

 

Real estate prices alone could help build up our reserves

Part Time Faculty

We are open for innovative ideas to generate funding sources.
However, selling the Newark property has a lot of negative implications for Ohlone:
1. Negative impact on the Newark and Union City communities we serve.
2. One time proceeds would not resolve on-going budget issues.
3. Ohlone receives approximately $1M per year from the State by having a center. We would lose this ongoing funding from the State.
4. We would lose the specialized facilities we have built for the health sciences and technology programs.

04/08/19

Suggestions

There are some deans who have made mention of wanting the opportunity to be a VP. At this time with cost savings and efficiency that comes to mind...why not offer them this opportunity here at Ohlone now???. Instead of hiring full time VP placements for one year, let's reassess using the in-house talent we have. And IMHO there is talent to be had. Easier to replace a dean maybe now, rather than search for a VP? Maybe a FT faculty person can step up to help out for one year and the Dean move up.

Part Time Faculty

As in the case of the Vice President of Academic Affairs/Deputy Superintendent, to save on costs, the interim will serve in this capacity until June 2020. This together with the interim VP of Administrative Services/AVP of IT Services help with our reduction strategies.

We are looking at additional ways to save on administrative costs.

04/08/19

Suggestions

Move all other programs to ACB and make Newark the ALLIED HEALTH CENTER and rent out ASOC/LRC areas to Urgent Care type Unit to bring in $$$$$$ and allow for internships on site FOR THE HEALTH PROGRAMS.

Part Time Faculty

There is a minimum amount of FTES that needs to be generated in a site to retain its center status and the appropriate funding it receives according to the Chancellor's Office. We might lose the center status if we decide to move all other programs to the Fremont campus.

We are required by Accreditation to provide student support services on all locations.

04/08/19

Suggestions

We should offer all these construction workers discount on evening classes

Just saw 50 of them leaving campus

Part Time Faculty

Giving discounts may be against the Education Code of California or Title 5. Also, we do not know if the workers reside here in the area or are only here during the weekdays to work.

However, we will ask our contractor if we can leave some flyers in their office trailer to promote our programs.

04/09/19

Other: Question

What is the Ohlone desired target Fund 10 balance as a percent of expenditures? How does that compare to what it is today?

How does the college agree on what is an appropriate fund balance %? This could have an impact on how we handle expenditure reductions (ie filling vacancies with a critical need).

Full Time Faculty

The Board of Trustees has set a 17% fund balance as a percentage of expenditures of the General Fund. This is approximately equal to 2 1/2 months of salary of employees. The current fund balance is $11,165,468 (based on the adopted 2018-2019 Final Budget), but this changes at the end of each fiscal year. The Board is responsible for setting the goal for the fund balance. When they set it in 2015, 17% represented the average fund balance amount for the CCCs.

04/08/19

Other: Data Question

I think there might be some inaccuracies in the data on Average Salary and Benefits chart:
1) For 2018-19 there are listed 4 VPs/AVPs but there are 5. https://www.ohlone.edu/administration
2) For 2018-19 there are 13 deans and exec deans for academics listed, but I only count 11. https://www.ohlone.edu/administration
3) For the 2012-13 data, it also looks as though the numbers may be inaccurate. https://www.ohlone.edu/sites/default/files/documents/imported/ohloneorga...
3) Why is the President's salary and benefits not posted on the chart?

Could you please correct this data so that we're looking at accurate information? Thanks

Full Time Faculty

(1) The Average Salary and Benefits chart reflects the funded positions. Listed is 4 VPs/AVPs because the AVP of IT Services is also taking the role of VP Admin Services on interim. Additionally, the EDAA is also taking the role of VPAA as interim. Therefore, while there are 5 VPs/AVPs, what is funded is only 4 VPs/AVPs. Administrators taking two or more positions do not get paid double.
(2) There are only 11 deans and executive deans -
1. Executive Dean of AA/Newark Center (also concurrent as interim VPAA)
2. Executive Dean of AA/Research and Planning
3. Dean of Languages, Communication, and Academic Success
4. Dean of Science, Engineering, and Math
5. Dean of Social Sciences
6. Dean of Business and Technology
7. Dean of Athletics, Kinesiology, and Arts
8. Dean of Health Sciences
9. Dean of Deaf Studies
10. Dean of Counseling and Student Success
11. Dean of Enrollment Services

(3) The Average Salary Chart are the funded positions in the budget (referred to as budget position control) while the actual organizational chart may look different. An example is explained in (1) above.

(4) The Average Salary Chart was developed based on a specific request. The request did not ask for the President's salary and benefits. If you are interested in looking at the President's contract, it is posted on the HR page.

05/12/2019

Suggestions

Whether regarding the SCFF or a future parcel tax campaign, there are existing faculty, classes, and student groups on campus that I think would be very happy to be involved. For instance, I (Katherine Michel) teach American Government and advise the Civic Engagement Club. A fantastic class project would be to conduct get-out-the-vote efforts (and there is a TON of research on how to do this most successfully!); great club activities (beyond GOTV) would be to hold workshops to educate our campus community, to coordinate a community forum, to work on a letter-writing campaign, or even to take students to visit our representatives in Sacramento. Long term, a parcel tax will clearly provide the best non-apportionment revenue stream, so if a campaign is brewing for 2020, please engage those of us on campus who can help early on in the process!

Full Time Faculty

  

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Resources

If you need reasonable accommodation for any of the external resources listed below, please contact the Student Accessibility Services. 

Bay Area Industry and Occupations Summary 

July 2018 Chancellor's Office Simulation on SCFF (XLS) 

CCC Chancellor's Office Vision for Success and the Alignment of Tools and Resources

CCC Chancellor's Office Overview of the SCFF (PDF)

Technical FAQs for the SCFF (February 2019 version) (DOC)

Non-Technical FAQs for the SCFF (August 2018 version) (PDF)

CCC Chancellor's Office Hold Harmless Provisions (PDF)

CCC Chancellor's Office Webinar on SFCC (Slide Presentations) - Part 1, Part 2, Part 3, Part 4, Part 4 Q & A

CCC Chancellor's Office Webinar on SFCC (Video Recordings) - Part 1, Part 2, Part 3, Part 4

New Funding Formula Workgroup  - Meeting 1 (slides), Meeting 2 (Growth Ideas) (slides), Meeting 3 (Cost Reduction Ideas) (slides), Meeting 4 (Budget slides) (Outreach slides)

Funding Formula Forum - March 11, 2019 recording, March 12, 2019 recording (slides)

February 2019 Board Meeting - Overview of the Governor's State Budget for 2019-2020

Frequently Asked Questions

What is FTES?

FTES is an acronym for "Full Time Equivalent Student." In simple terms, 1 FTES is equivalent to one student taking 15 units in fall and 15 units in spring or a student taking a total of 30 units per academic year. 

What is Ohlone's enrollment trend?

The Research and Planning Office is calculating those numbers right now. Once the figures are verified, it will be posted here. 

What is the average salary and benefits at Ohlone College?

Attached is the Average Salary and Benefits per employee group. Please note that this table does not separate positions funded through general fund and categoricals. We will update this information once a more disaggregated information is available.

What are the in-demand jobs in the Bay Area?

The Research and Planning Office gathers this information as tool for various planning activities such as program review and strategic planning. Bay Area Industry and Occupations Summary will give provide you more details.

Ohlone is doing so well in its success rates, why is Ohlone affected negatively by the new SCFF?

While it is true that Ohlone College is a high-performing college in terms of student success rates, the new SCFF is not based on rates. Unfortunately, the SCFF is based on absolute numbers. Our size as a smaller college, compared to our neighboring colleges, hurts us under the new SCFF.

The new SCFF accounts for students with financial aid or promise grants, can we enroll more students under financial aid?

In terms of class availability, Ohlone College has a multitude of classes any student can take. Unfortunately, we do not have a lot of students who are in financial aid or who are promise grant recipients. The high cost of living in the Bay Area prevents many students who may qualify for financial aid or the California Promise Grant to live in the area.

Nevertheless, Ohlone is doubling its efforts to reach out to high school students and parents in Fremont, Newark, and Union City to fill out the FAFSA as a means to increase awareness of the availability of financial aid to pursue college.

Why was there a change in the way community colleges are funded?

According to the CCC Chancellor's Office, the new SCFF is a tool to align resources geared toward student success. This statement is consistent with the goals of the Vision for Success adopted by CCCCO for the whole California Community College system. The visual, found in the resources section above, may help you understand the rationale behind it. 

When did the new funding formula take effect?

The new SCFF took effect in July 1, 2018 when Governor Brown signed the budget act. The details of the SCFF implementation was codified in California Education Code Section 84750.4.

Is there a cap on growth?

According to the proposed state budget for 2019-2020, there is growth cap in the two of the three allocation categories. Enrollment growth (base allocation) is capped at 0.55% and the student success allocation is capped at 10%. This will be confirmed once the state adopts a new budget in July 1, 2019.

What is the May Revise?

The "May Revise" happens in May. This is when the governor updates the budget proposal to the state legislature reflecting changes in state revenues and proposed expenses. Usually, the May Revise the basis for the legislature to take action. The legislature is required to adopt a budget ready for the Governor's signature by the end of June.

The economy seems like its doing well, why is Ohlone College encountering issues with its funding?

Unlike K-12, where most of the allocation from Proposition 98 goes, community colleges take what is left of Prop 98 and traditionally receive a small portion. In good economic years, there is more funding for community colleges. However, there is a national phenomenon in higher education that there is a decline in enrollment when the economy is good. Conversely, there is a huge demand for higher education when the economy is not doing well. Unfortunately, when there is money for growth, there is a big demand for the workforce, which leads to lower student enrollment in higher education.  This does not take into account the effects of the new SCFF.

What are the rates for each allocation in the SCFF?

Rate Table for SCFF
  2018-2019 2019-2020* 2020-2021
Base Allocation 70% 65% 60%
Supplemental Allocation 20% 20% 20%
Student Success Allocation 10% 15% 20%

 

*Under the proposed budget for 2019-2020, Gov. Newsom proposed the rates for 2019-2020 to be the same as that of 2018-2019, temporarily suspending the rate adjustment for one year. This is seen as a temporary measure. These rates do not apply to Ohlone College currently because Ohlone College is in "hold harmless" until 2021-2022.

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Feedback and Suggestions

If you have ideas to help identify how we can grow our enrollment or how we can reduce our budget, please share it with us.

 

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