University Business - January 2007 - (Page 34)

Warning : session_start : The session id contains invalid characters, valid characters are only a-z, A-Z and 0-9 in /mnt/data/www.nxtbook.com/fx/config_1.3/global.php on line 9 Warning : session_start : Cannot send session cache limiter - headers already sent output started at /mnt/data/www.nxtbook.com/fx/config_1.3/global.php:9 in /mnt/data/www.nxtbook.com/fx/config_1.3/global.php on line 9 Warning : Cannot modify header information - headers already sent by output started at /mnt/data/www.nxtbook.com/fx/config_1.3/global.php:9 in /mnt/data/www.nxtbook.com/fx/config_1.3/global.php on line 10 COMMUNIT Y COLLEGES Finding Financial Freedom With unique financial circumstances, community colleges should follow collaborative and systematic approaches to budgeting. By Laura Phillips, Charles Carroll, and Kurt Buttleman Financial resource allocation is a challenging process for two-year schools with great expectations but limited funds. This month, leaders from South Seattle Community College Wash. and Daytona Beach Community College Fla. illustrate their approaches to getting institutional priorities in order—and assembling budgets that follow suit. O M M U N I T Y COLLEGES are in a continuous struggle to maximize the allocation and use of limited resources. Budgeting is a delicate decision-making process, requiring the balance of institutional mission and goals against environmental realities. Leadership team members—such as the chief business officer, controller, and chief planning officer—make final decisions on resource allocation. But to account for the numerous nuances of the institution’s everyday priorities, a systematic process achieves the best possible outcomes. Processes used at South Seattle Comm u n i t y College and Daytona Beach Community College produce a sense of ownership by faculty and staff of institutional decisions on resource allocation. They offer examples that leaders from any two-year school might consider utilizing. SYNERGY IN SEATTLE South Seattle Community College is not unlike many community colleges. In four of the last five years, it has had a shrinking budget, due to a combination of increasing costs and decreasing revenue. This past year, SSCC saw a small gain in its resource base, due to an increase in student population. Even with this small South Seattle CC leaders get input from everyone on campus about where funds are spent. “College Priorities,” and the value given to the college council as it manages and oversees the budget process. COLLEGE PRIORITIES SSCC is funded on a biennial calendar by the state, so its strategic planning and budgeting process are structured around it. Every two years, the president’s cabinet—in consultation with the college’s formal strategic planning group, the various division councils, the college council, student government, environmental scanning and demographic studies, and other constituent groups—reviews the mission and primary goals of the college to distill the short-term vision down to a few easyto-articulate and clear priorities. For example, for 2005-2007, SSCC adopted two priorities: • Support student success and learning • Ensure the college’s financial health These priorities were developed as decision-making aids throughout the budget process and also in the course of the institution’s daily work. The president and vice presidents emphasize these priorities in nearly every major meeting and public appearance. During the budget development process, requests for new or continued funding must fit directly in line with one or both of these priorities in order to gain approval. COLLABORATIVE ROLES The College Council plays a central role in the budget process by considering proposals in a transparent manner. The council is composed equally of adminis- C A collaborative process enables the college to rationally prioritize budget proposals. gain, SSCC’s resources are still woefully inadequate to fund all of the proposals made by faculty, staff, and students. Because of this reality, the college has adopted a collaborative process that enables it to rationally prioritize budget proposals. The process ensures input from all constituencies, from faculty to staff to administrators, community members, and students. Partly as a result of this openness, tough decisions the president has made have been well supported by the large majority of constituent groups. The process used at SSCC is based on two core ideas: the collaborative development of and vigilant adherence to the 34 | January 2007 universitybusiness.com Cmmty107REV.indd 34 12/15/06 11:28:32 AM Warning : Unknown : The session id contains invalid characters, valid characters are only a-z, A-Z and 0-9 in Unknown on line 0 Warning : Unknown : Failed to write session data files . Please verify that the current setting of session.save_path is correct /var/lib/php/session in Unknown on line 0 http://universitybusiness.com

Table of Contents for the Digital Edition of University Business - January 2007

Contents
College Index
Company Index
Advisory Board
Editor's Note
Sense of Place
Stats Watch
People Watch
Viewpoint
Human Resources
Money Matters
Marketing
Financial Aid
Community Colleges
Missed Connections
Escuse Me: Can you Spare a Million?
The Associate
Media Relations Boot Camp
Admissions Administrators Speak Out
Business Technology
What's New
Calendar of Events
Direct Connect
End Note

University Business - January 2007

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